Change Management Michael King JustFoodERP The Challenge of Change “Change is difficult because people overestimate the value of what they have - and.

Change ManagementMichael KingJustFoodERP

The Challenge of Change

• “Change is difficult because people overestimate the value of what they have - and underestimate the value of what they may gain by giving that up.” – James Belasco & Ralph Stayer, Flight of the Buffalo.

• “70% of change management initiatives fail to achieve the benefits intended.”– Ken Blanchard, Mastering the Art of Change

• “Efforts to change a company will not succeed against the will of its employees.”– Christian Stadler, 5 Ways to keep Your Company Alive

Goals of this session

• Recognize 4 primary reasons why people resist change

• Learn to effectively 'sell change' by presenting benefits and overcoming objections

• More effectively involve everyone in the organization in the

planning and implementation of change • Become a 'change architect' who is trusted by others

Change 3

Resistance to Change

Telephone

Radio

Television

Internet

0 10 20 30 40 50 60 70 80

Adoption Rate (Yrs to 50M)

Yrs to 50M

4 Reasons People Resist Change

1) They don't believe the change to be beneficial

2) They don't perceive the sacrifice to be worth the benefits

3) They didn't help create the change

4) People don't trust the architects of the change

Exercise: Know Resistance

4 Reasons People Resist Change

#1) They don't believe the change to be beneficial

#2) They don't perceive the sacrifice to be worth the benefits

#3) They didn't help create the change

#4) People don't trust the architects of the change

Overcoming Resistance

• "To understand resistance, start by adjusting your own mindset. Ask yourself: 'Why am I seeing this behavior as resistance?' And 'If I viewed the resistance as feedback, what could I learn about how to refine the change effort?'" – Jeffrey & Laurie Ford, "Decoding Resistance to Change"

Benefits & Sacrifices

• Put yourself in their Shoes!• People will only willingly do what you

want if it is in their self-interest to do so.

• Do you understand what your team feels is beneficial?

• Accentuate the positive • Eliminate the negative

The ‘I Don’t Care’ Game..

• Repeatedly use the phrases: "I don't care" and, "well, that's a good thing for you because…" as you prepare to communicate.

• See the messages from the recipients point of view (their agenda), not yours

Let’s Play

• Start from the bottom, presenting things that are most important to the other party first.

• Proactively address ‘yeah but’ concerns with: "if I was you, I might be thinking…“ and then turn it into a positive.

• To create consensus and convince people of what you say, the first and most important person to convince, is yourself.

Let’s Play

• I Don’t Care• Well that’s a good thing for you because…

• Yeah but..• If I was you, I might be thinking…

• Reduction of parking space• 5 weeks vacation mandate

Let Them Help Create the Change

• People want to be heard• They want to know their opinion is

valued• Let them help to develop the solutions• The key is presenting the appropriate

problems

Build Trust

BE1. Honest2. Transparent3. Dependable4. Confidential 5. Loyal 6. Accountable7. Humble

Sell The Change

• "For people to 'change' their way of thinking and buy what you're selling, it is imperative that you listen with understanding to what they want and give them what they need!" – Kathleen Frank, "The Art of Selling

Change"

• Group 1: o Take 5 mins to collaborate on how to sell the change

• Group 2: o Think of all the reasons this change may not be a good

thing o Make sure your voice is heard

Exercise: Bottles to Bottles

People Will Welcome Change if..

#1) They believe the change to be beneficial

#2) They perceive the sacrifice to be worth the benefits

#3) They are allowed to help create the change

#4) They trust the architects of the change

Thank You!