Transcripts - Amazon S3 · Transcripts Transcript: Human ... do we understand what we really need to ... or Technical Expertise around HR's strategy. Really thinking about, how do
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So,thethoughtisifyou'regoingtodothatwellandbeagreatHRleaderyouhavetoknowhowtoleverageeachofthosedifferentareas,right?Again,fromnegotiationsandemploymentlaborlawallthewayupthroughyounow,executivecompensation.SothefullsuiteofHRacumeniscriticaltobeanHRleadertoday.Transcript: Business Acumen Competency Thesecondgroupofcompetenciesthatwe'veidentifiedfallsaroundthisnotionofbusinessacumen.AndprobablyoneoftheareasthatHRleadersstrugglethemostisreallyunderstandinganddrivingbusinesssuccess.Andsopartofthatreallyisourbeliefisthatwe'vegottodevelopstrongeracumen.MakeourHRleadersbusinessleaders,right?Sothatmeansthatyouneedtohaveadeepunderstandingoffinanceandaccounting,adeepunderstandingofcompetitiveadvantageandhowourcompanieswininthemarketplace,anunderstandingoffuturestrategyandreallythinkingaboutgrowthasanorganizationandhowwillwegrow,bothsustainablyandsuccessfully.Partofitisreallyaroundanalyticsandstatistics,socanweparsethroughdataandunderstanddeeperkindofwhat'shappeninginsidetheorganization.Andwhatwe'vefoundisthattheleaderswhoaremostsuccessfulatinfluencing,atkindofdrivingperformancethroughHR,reallydeeplyunderstandthebusiness.Andsowe'dreallyencourageallofyoutofocuson,doyouhaveenoughofthatbusinessknowledge?Canyouknowthebusinessaswellastheotherleadersthataresittingaroundtheleadershiptableasdecisionsarebeingmade?Transcript: General Leadership Competency Thethirdgroupofcompetenciesthatwe'vefoundtobeimportantreallyfocusaroundwhatIwouldcallgeneralleadershipcapabilities.It'saroundthecapabilitiesthatmakegreatleadersgreatleaders,andit'snotsurprisingthatifyou'regoingtobeagoodHRleader,youneedsomeofthosegeneralleadershipcompetenciesaswell,andsolotsofthingsseemtodistinguishgreatleaders.Oneofthoseisgreatcommunicationskills.Theabilitytobothverballyandkindof,inapictureorgraphicway,reallycommunicateamessageoranideaquicklytoalargegroupofpeople.Wealsoseethatcriticalthinkingandparticularlyintoday'sworldwherethingsaremovingsofast,there'snogreat,generalbestpracticesanymore.Whatweknowisthatpeoplehavetobeabletothinkandthinkquickly,reasonthroughtoughsituationsandreallykindoffigureoutwhat'sbestinaparticularsituation.Socriticalthinkingandreasoningarereallyimportant.Athirdonethatwefindtobereallycriticalforleaderstodayisreallyteamworkandcollaboration,right?So,somanythingsaredoneacrossfunctionally,acrossdepartments,acrossdivisions,youreallyneedtothinkthroughhowyou'regoingtobeagreatcollaboratorandreallyteamwellwithothers.Andincreasingly,again,goingbacktothisspeedandpace,
Oneofthekeypartsaroundbuildinglong-termandsustainablerelationshipsacrossthecompanyforHRleadersisreallyaroundthisnotionofcontracting.AndIdon'tmeansittingdownandwritingaspecifichandwrittencontractthateveryonekindofsignsoffon.Butit'sthisnotionofanapproachtothinkingabouthowdoyouestablishthegroundrules.Howdoyouestablishthekindofguidelinesandtheperimetersaroundwhichtherelationshipwillbebuilt.Andsoforanygoodcontractingthatyou'regoingtodowithyourlineleaders,withlineemployees,withpeers,itstartswiththisnotionofnegotiatingwants.Whatdoesthispersonwantfromyou.Andinturnwhatdoyouwantfromthatindividual?Ifthisrelationship'sgoingtowork,bothsidesofthewantshavetogetoutonthetable.Wealsohavetoknowthatwe'reoftendealingwithmixedmotivations,right?Thatpeoplewanthelp,theywanttosucceed.Butthey'reoftennervousaswelltokindoftellyouaboutthingsthatthey'reworriedaboutintermsoftheirownweaknesses.They'reworriedaboutthetrustfactorofwhetherornotiftheysharesomethingwithyou,ifit'llbeusedagainstthemlater.Sowehavetothinkaboutthischallengeofthemixedemotionsthathappenaswehaveandbuildrelationshipsacrosstheorganization.Wealsohavetoknowthatanyrelationshipwebuildwithasingleindividualmayimpacttherelationshipswehavewithotherindividualsintheorganization,right?SoasImoveupintheorganizationIstarttobuildrelationshipswithhigherlevelleaders.PeopleatthegroundlevelwhereIstartedasanHRleader,ormaybeasanindividualcontributor,arestartingtoworryabouthowmuchthey'regoingtolose.Howmuchwhattheyhavedoneandrelationshipsthey'vehadwithmeinthepastaregoingtobecomediminishedbecauseI'vemovedupintheorganization.Sowehavetothinkaboutthisnotionthatpeoplealsofeellossofcontrolastheystarttoseemebuildrelationshipswithotherpeople,right?CauseI'mnotaoneononewiththemanymore.So,IhavetothinkaboutandrememberthatasIbuildtheseotherrelationships,thatIhavetomaintainkindofthetouchpointsandconnectionswiththepeopleI'vebuiltrelationshipswithinthepast.Andthen,finally,thisnotionofcontractingreallygetsdown,again,thenotionoffirmgroundrulesandresponsibilities.Whatarethewaysthatwe'regoingtointeract?Whatarewegoingtointeractaround?Andwhataretheresponsibilitieseachofushasinthisrelationship?Soattheendofthedaywecanbothbeheldaccountablefortherelationshipandwhatit'ssupposedtoaccomplish.Transcript: Preparing for a Contracting Relationship Asyoustarttothinkaboutthisnotionofcontractingwhichmaybealittlebitofadifferentapproachforsomeofyou,Iwanttomakesureweworkthroughwhataredifferentpartsofthecontracts,whataredifferentwaysyoucanthinkaboutbreakinguptheactivitiesthatshouldbepartofanygoodcontractingexerciseorexperienceyouhavewiththefolksyou'retryingto
buildtheserelationshipswith.AsIthinkaboutbuildingrelationshipsmyself,oneofthefirstthingsIliketothinkaboutiswhat'sthecurrentstateoftherelationshipwiththisindividual?Dowehaveapastorpastrelationship?Haveweworkedtogetherinthepast?Havetherebeenpastthingsthatwe'vekindofnegotiatedtogetherthatwe'regoingtoworkoncollectively?AndthenIwanttothinkabouthowthatcontrastswithwhatIthinkaboutthepotentialfutureroleorfuturestateofthisrelationshipshouldbe.Right?So,wherewerewe,wherearewegoingto?IsthisabrandnewpersonI'mjustestablishinggroundruleswith?IsthissomeoneI'veworkedwithalotovertheyears,butIwanttotakeittoanewlevel?SoIwanttothinkabouteachofthosedifferentrelationshipsslightlydifferently.So,Ialwayswanttpstartwiththatkindofreviewofwherewewere,andthenwherewewanttogo.Thesecondpartofthiskindofreviewingandestablishingisreallyaroundthescopeoftherelationship.Sowhenandwhereisthisrelationshipgoingtotakeplace?Isthisgoingtoberegularmeetings?Isthisgoingtobeinfrequentmeetings?Sowhat'sthescopeofwhenthishappens?Wherearewegoingtodothesemeetings?Whenarewegoingtokindofgettogether.Howbigorcomprehensiveisthisrelationship?Isitonlyaroundonesmallaspectofajob?Orisitaroundkindofsouptonuts?I'mgoingtobekindofembroiledwiththis,embeddedwiththispersononamorefrequentbasis.AndthenIwanttoalsoexplicitlymakestatementsofwhat'snotinvolvedinourrelationship,right?I'mgoingtohelpyouasacoach,butI'mnotgoingtohelpyouinkindofdaytodayoperations.OrI'mreallyheretohelpexecutethedaytodaybusinessoftheplacebutwe'renotyetcomfortablewithmebeingacoachtoyou,right?Sowewanttoestablishagainbothwhat'sinand,andwhenthat'sgoingtakeplace,butalsoexplicitlyaroundwhat'snot.SoifI'mgoingbeheldaccountableforthis,IwanttoknowwhatI'mnotheldaccountableto,aswellaswhatIam.AndthenIthinkwewanttomakesurethatthere'sclearobjectivesagain,right?Sothekindofwhat'sin,wehavetocodifyintermsofspecificobjectivesofwhatwe'regoingtotryandaccomplishtogetherinthisrelationship.Transcript: Collaborate with Partners InthemiddlepartofthiscontractingIthinkwherewewanttogetwithourpartnerwe'recontractingwithisaroundthenotionofhowwe'regoingtocollaborateandifIhadtodescribethedifferentwayswecancollaborate,I'dprobablythinkofitinthreedifferentways.Soonewouldbekindofthepurchaseofexpertise,rightorthepurchaseofaconsultant.Andoftenwhatwe'dexpectinthatsituationistheirrelationshipwithmeistheyjustwanttohearfrommewhenthey'vegotaproblemandtheywantmetosolveitright?Andsothat'safairlydangerouspositionIthinktobein,isbecausethey'recountingonyoujustforthatexpertisetokindofdropin,dropyourwisdom,hopeitworksandthendropout,right?Soreallyeasy,inthatsituation,foryoutogetblamedandnotgetanycredit.ThesecondofthesedifferentcollaborationstyleswouldbewhatIwouldcallthedoctor/patientstyle.Whichistheycomein,theydescribetheirsituation.Theysayhey,I'vegotacough,tell
mewhatdrugsIneedtofixit,right?Andsothey'veidentifiedclearlytheproblem.Theywantyoutohavetheexpertise.Andtheywantyouthentoguideandkindofshapethekindofsolutiontotheirproblem.Soit'salittlebitmoreengaged,right?Yougettogetinandreallykindofdiagnoseisthecoughjustacough,oristheresomethingunderneaththecough,right?So,inthecontextofoursituationoftenit's,heyI'vegotaproblemwithturnover,comeinandhelpmeunderstandwhythere'sturnover,andthenfixitforme,right?Sowegetalittlebitmoretimetointeract,alittlebitmoretimetokindofgatherdataandunderstandtheproblem.ButintheendweastheHRleader,stillownthesolutionandifthesolutiondoesn'tworkweoftenareagainheldaccountableandblamedforitnotworkingout.Thefourthonewouldbe,orthirdoneI'msorry,iswhatIwouldcalltruecollaboration.Inthistruecollaboration,weworkcollaborativelyandcollectivelythroughouttheprocess.Soweworktogethertoidentifywhataretheproblemswewanttoworkon.Weworktogethertounderstandwhat'sthebestwaytogatherdatatomorethoroughlyunderstandwhat'scausingtheproblem.Wethenworktogethertokindofinterpretthosefindings.Andthenwecollectivelythinkaboutwhichofthesewereallywanttowrestlewith.Whichproblemsarethemostimportant.Andcollectivelydevelopaplanandsetofrecommendationsandactions,togoaboutthis,right?Andso,partofwhatIwouldreallyexpectyoutodointhiscollaborationandcollaboratingpartofthecontractingisfigureoutwhereyousitonthisspectrumwithyourpartner.Anddoyouwantthekindofmostbasic,whereyoujustdropinanddropyourwisdom?Doyouwantthesecondonewhereyougettogetalittlebitmoreinvolvedintheidentificationofproblemsbutyouownallthesolution.Orthethirdone,whichIthinkistherichestexperience,whereyoureallycollaborativelytrytoworktogethertounderstandwhat'swrong,howtounderstandmoredeeplywhat'swrong,reallyinterpretthosefindingsandfigureoutwhatyou'regoingtoworkonandthenmakerecommendationsandactions.Partofthiscollaboration,again,isreallythensayingwhat'sinandwhat'sout.Whatdoesthispersonwanttoworkon?Whatdotheynotwanttoworkon?Whatinformationwillyouorwon'tyoushare?Right?Soparticularlyinanexamplelikecoaching,youwanttomakesurethatifyourgoingtobecoachingandbringingtheminformationaroundwhatotherpeoplesaid,youhavetobeveryclearthatyou'renotgoingtototellthemspecificallywhatanyindividualsaid,orevenwhatacollectivesetyou'rereallygoingtodistillthisintokindofbroadersummariesorthemesandthencollectivelyworktogethertofigureoutwhatyoutwoaregoingtocommittoworkingontogetherbutagainthiscollaborationorunderstandthecollaborationisreallykeytounderstandingwhatisityou'regoingtodeliverandhowyou'regoingtoworktogetherwiththisperson.Transcript: Forming the Relationship Thefinalpartofthiscontractingisreallythekindofexplicit,again,codificationoftherelationshipandhere'swhereIwanttomakesurepersonallyasI'mdevelopingthe
relationshipsthatItryandspelloutsomeoftheformsorthekeyformsthatthisrelationshipwilltake.Sohowformalisthis,howinformal.Isthissomethingwe'regoingtohaveinwrittendocumentation,oristhissomethingthat'smorekindofoff-line?Again,wewanttothinkaboutthefrequency.Howoftendoweneedtogettogether?Howfrequentlyarewegoingtomeet?Wealsowanttothinkaboutlocation.Isthissomethingthat'sgoingtobedoneinanofficespace?Isthisgoingtobedoneinthebreakroom?Isthisgoingtobedoneoverdinnersomewhere?Right?Sowe'vegottothinkabout,again,kindofthedimensionsonwhichwe'regoingtocreatesomeformalityaroundthisrelationship.Wealsowanttothinkaboutsupportandadditionalinvolvement.Whoelsemightweneedtoengageinthisrelationship?Whethertokindofsupportinfrastructure,doweneedsomeexternalfolks,doweneedsomemoreinternalpeople.HowmuchadditionallydoIwanttogetinvolvedfromotherperspectivesonthisperson'swork.Wealsowanttothinkpotentiallyaboutatimeschedule,right?Soaswe'regoingtomeetandsolveaparticularthingtogetherarewegoingtomeetonadailybasis,isthisweekly,isthissomethingthat'sgoingtohappenovermultiplemonths,multipleyears,right?Soagain,wewanttothinkaboutwhat'sthetimescheduleinwhichthiswilltakeplace.Andthelastoneisconfidentiality.Andagain,wewanttothinkaboutconfidentialityintermsofotherdatathatwemaypullin,orotherfeedbackthatwemaygetfromothers.ButalsotheconfidentialitybetweenmeandthispersonI'mcontractingwith,right?IfI'mhelpingthem,doingsomecoaching.AmIabletosharethatcoachinginformationtootherleadersintheorganizationaswethinkaboutsuccessionplans?Oristhisonlyforthetwoofustoworkon?Allright,sowewanttoreallythinkaboutthisnotionofconfidentialityand,andhowmuchcanbeshared,bothoutsideoftherelationshipandinsidetherelationship.Andonceagain,inandoutintermsofwhatthispersonandwhatIamwillingtoshareintermsofdataandinformationthat'sbeingexchangedfromtherelationship.Transcript: Initiating the Relationship Idon'twanttoaddtoomuchstructuretosomethingthatshouldbesomewhatnatural,right?Sohavingameeting,kindofdevelopingthatinitialrelationshipshouldbefairlynaturaltomanyofyou.ButIdowanttohelpyouthinkaboutwaystoplanforthatmeeting,tothinkaboutcreatingsomestructuretomakesurethatyougetoutofthatmeetingeverythingyouneed.Andthefirstpartofthisisreally,theinitialpartofthemeetingisarounddefiningtheproblem.Andso,Iwouldalwaysopenthatwithapersonalacknowledgements,right,sosomethingtotheextentof,heywe'vebeenworkingtogetheralotforthepastyearandhalf.IthinkI'dliketoseeourrelationshipmovefromheretohere.Or,we'rejustgettingtogetherforthefirsttime,I'manewHRleaderinyourorganization,here'swhatIthinkthatwecandotogether,right?Some,someacknowledgmentaroundwherethepastsituationhasbeen,thepastrelationship.
constantlythinkingaboutbothhowtohelpindividualsbutkeepingtheorganizationalinterestinlineaswellintermsofthinkingaboutwho'stherightpersonforthenextpromotionorrightopportunity.Wealsothinkaboutthefactthatwe'reconstantlyalsoabletoinfluencecareers.Evenwhenourcoacheeisnotintheroom,right?Causewe'reinvolvedindiscussions,again,aroundsuccession,performancemanagement,compensationdecisions,right?Sooftenwehavelotsandlotsofinformationaboutthisindividualthatwepulledinthroughourcoachingwiththemthatmayormaynotberelevant,ormayormaynotbeconfidentialforotherdiscussionsthatwehaveintermsof,again,succession,whethersomeone'sready,whethersomeone'sgotfamilyissuesthatmaypreventthemfrombeingready.Thereareperformanceissuesthatwemayormaynotwanttoputoutonthetable,right?So,thisrolealsobecomesmorecomplex.And,again,aswe'vegotbothconfidentialandnon-confidentialinformationaboutthatperson,thatspillsoverintootherpartsofourjob.Andthenagainwealsogetaccesstoinformationonthispersonthatwemayormaynotbewillingtoshare.AmIabletotellthemwhathappenedinthatsuccessionmeeting?AmIabletotellthemwhatotherseniorleadersspecificallysaidaboutthemasanindividual?AmIabletotellthemwhattheirdirectreportshavecometotellmeabout,howtheyperformedinameeting,orsomethingthattheydidwrong,right?So,again,thisconfidentialityisnotjusttheinformationIhaveabouttheindividual,butinformationotherpeoplehavegivenmethat,thatmaybeconfidential.SoagainitcreatessomecomplexityofhowIhavetoactand,andserveasacoachinthisparticularsituation.So,tome,theHRroleascoachisoneofthemostexcitingthingsthatwehaveinourjob,oneofthebiggestwaysthatweimpacttheorganizationinthelongterm,intermsofdevelopingtalent.Butitreally,reallyisacomplexrolebecauseofthebalanceandtheconfluenceofinterestthatyoureallyhavetomaintainthroughouttheexperience.Transcript: Being an Effective HR Coach Overthecourseofthelastdecadeorso,I'dsayIwasprettyprivilegedtohaveachancetotalktolotsofseniorHRleadersabouttheirowncoachingstyle.Ihadtheopportunitymyselftodolotsofcoachingwithstudents,withexecutives,withmanagers,andreallythinkthroughasagoodcoach,whatarethewaysthatyouneedtogoaboutpreparingforbeingacoach,preparingformeetings,andinitialmeetingwithanindividualaroundthecoachingthatyou'regoingtodowiththem?Sotome,Ithinkaboutthreebigkeythingsthatyou'vegottomanage.Andthefirstoftheseistothinkaboutcoachingbeingthisideaofdiscovery,right?We'retryingtorelatecollectively,myselfandthecoachee,we'retryingtorevealand,andcreatelightaroundaproblemthatthey'reexperiencing.Orasetofproblemsthatthey'reexperiencing,andreallydigintofigureoutwhy.What'stheunderlyingcausethattheyweren'tsuccessfulinaparticularcontext?Or
Transcript: End the Meeting Asyou'regettingtowardtheendofthemeeting,clearlyyouneedtogettowardthewrap-up.Oragain,ifthere'smultiplemeetings,attheendofthosemultiplemeetings,you'vegottogettothewrap-upstage.Andeventhoughyou'vebeenaskingthisthroughouttheprocess,Ithinkyouhavetohavethatfinal,lastchanceoftestingyourclientforconcerns,right?So,youknow,makingsurethattheyfeelthattheyhavecontrolovertheirchoice,thatthey'vegotcontrolovertheactionstepsordevelopmentitems.Thatthere'saclear,andtheyhaveaclearunderstandingandcommitmenttowhatthosenextactionstepsareandthatit'sclearthattheyareverballycommittingtoyouthatthey'regoingtoworkonthis.Andpartofthatcommitmentisgoingtobeaplanandtimelineinwhichthey'regoingtoaccomplishthethingsthatyouhavehelpedthemtosetoutforthemselves,right?Soagain,notyousettingout,butyouhelpingthemtosetoutforthemselves,right?Iwanttomakesurethatthat'sclear.ButIthinkofthiskindofendofthemeetingwrap-up,whatIalsowanttodoismakesurethatIgotwhatIwanted.Right?Soassesstheoutcomeofwherewegotagainstmyownplangoingintothismeeting.IfIreallywantedtogetthesefourbigissuesoutonthetable,therearethesefourbigchallenges,orthesefourbiggrowthopportunities,Didwegetthere?Right?Ifnot,isthereachancehereattheendofthemeetingtosay,okay,Iknowthatyou'recommittedtodoingthisandhere'sthenextsteps,whatIwanttomakesurewestarttothinkaboutforournextsetofmeetingsistheseotheritems,theseotheropportunities,right?Sodon'tletitjustdissipateanddon'tgoawaybutmakesurethatifyouhavethingsthatyouwantedtogetouteventhoughsomeoftheseothersurprisescameout,there'sstillachancehereattheendtoatleastgetthoseotherideasoutonthetable.Right,causethisisoneofthoseasknoworforeverholdyourpeacekindofsituations,right?Soifyou'veneververbalizedanyoftheseconcernsoryourownideasaboutaparticulardirection,there'snowayyoucankindofcomebacktothemlaterandsay,see,Itoldyouso.Right,soIthinkwewanttomakesurethatwehaveanopportunityattheendofthismeetingtogetoutthoseotherideasthatwewantedtomakesurewegetout.ThenIthinkwehavetogivethemaclearsenseofhowwe'regoingtogivethemsupport,right?So,howarewegoingtostayengagedwiththemastheygoouttoimplementorfollowthroughontheiractionplan?Aretheregoingtobefollow-upmeetings?AmIgoingtokindofcomebackanddocheck-inmeetings?ArethereadditionaldatapointsI'mgoingtogivethem?I'mgoingtocomebackandhelpthemdosomereassessmentsatlaterpointsintime,right?So,Ialsowanttolayout,whatarethenextsteps.Notjustfortheirownactions,butformyownactions,tohelpgivethemsupportovertime.Andagain,youthinkaboutthisclose-up,We'regettingfinalagreementonwhatthey'regoingtoworkon,finalagreementonhowI'mgoingtohelpthem,orhowI'mgoingtostayengagedinalastditcheffortformetoputideasoutonthetablethattheymayhaveresisteditinitiallyorwemaynothavegottentimefor.Soagainkind
ofawaytobringsomeclosuretotheendofthemeetingfornextstepsandwhatelsewemightworkoninthefuture.Transcript: Reflect on Coaching Itcouldbetheeducatorinme,itcouldbemyownkindofquestforconstantlearning,Idon'tknowwhatitisbutit'scleartomeoneofthethingsthat'sreallygoodforanyHRleaderastheygetmoreandmoreengagedinthiscoachingistoalwaysattheendofthatmeetingstepback,takesomepersonaltime.Notweekslater,notmonthslater,butrightafterthemeetingorverycloseafterthemeeting,right.Gogetacoffee,gogetasoda,gogetsomewater,gofindaquietplaceandreflectonthesuccessofthatmeeting,right.Reflectonhowwellthatmeetingwentandthinkaboutyourownpossiblekindofavenuesforgrowthbasedonit,right.Sohere'ssomepersonalcoachingyoucanstarttoprovideyourself,right.So,youknowoneofthesethingsyoucanstarttoreadwaswhat,whatwastheoutcome.Wheredidwegetto?Whatarethenextstepsforme?What'smytimeplanforfollowingupwiththem?DidtheproblemsthatwestartedoutwithortheissuesthatIwantedtogetto?Turnouttobetheissuesthey'regoingtoworkonorwhatwerethemisses?Alsowanttoreflectbackonwhatwastheresistance.Whatformdidittakewiththisperson,howdidIrespond,didIgettoodefensive,didIcavetooquickly?ordidImissthatIshouldhavepickedupon?Iwanttothinkabouttheresistanceandhowithappened,right?CauseIcanstickthatintomyformsofresistancedatabank,right,sowhenIseeitinotherpeopleinthefuture,Imightrespondbetter,orbeabletopushbackharder.Orwiththisparticularindividual,thenextkindoftimes,severaltimesIdocoachingwiththem,Ioughttohavethatinmymind.Here'smoredepthofknowledgeonhowthispersonisgoingtoresist.ButalsoIthinkyoucanextrapolatetootherpeopleyou'regoingtomeetwithinthefutureandstarttothinkaboutyourownkindoftechniquesforrespondingandresistingagainstthat,theresistancethattheyputup.OneoftheotherthingsIliketothinkaboutiswhereinthemeetingdidthemeetinggetstuck,ordidIgetstuck,right?DidtheythrowabombonthetablethatIjustwasn'treadyfor,anddidInotknowhowtoreacttothat,anditledtosilenceordidwegettoatoughphaseandwedidn'tknowhowtomovefromidentifyingchallengestochoosingthechallengesandopportunitiesthataregoingtoworkon,right.SoIwanttothinkthroughhowthemeetinggotstuckorwhereitgotstuckbecauseI'mgoingtofacethatsamethinginthefuture.AndIwanttostarthavingaroutineoraprocessforhowtomovethroughthestuckpartofthemeetingortheplaceswhereIcangetstuck,right,andhavemyownkindofbestpracticeforhowtomovethingson.IalsowanttoreflectondidthemeetingitselfmirrortheissuesorproblemsIwasgoingtohelptotryandpushthispersontoworkon?Right,causeoftenwhatweseeispeopleresistagainst
thethingstheydon'twanttoworkon.Andoftenresistinthewaysthatcausedtheunderlyingprobleminthefirstplace,right?Soaretheypassive-aggressive,andtherefore,thewaytheyrespondedwaspassive-aggressive?Didtheykindofdefertomebecausethat'sour,thenaturalthingis,theydon'tliketooffertheirownopinioninmeetings,right,soalsowanttoreflecton,youknow,isthismoredatatohelpmeidentifythatthesearetherealproblemsthatthepersonneedstoworkonthenexttime.AndagainwhatthatleadstoissomethoughtsaroundhowdoIgetbetter?WhatwouldIdodifferently,howdoImakethisabettercoachingexperienceforthispersonorotherpeople?ThenexttimeIserveasacoachtosomeone,right.Soit'sallaroundmyownkindofself-improvementtothinkaboutistherebetterwaystogettotheoutcome,istherebetterwaystogettocommittment.Istherebetterwaystopresentdata.Istherebetterwaystokindofpresentmyownopinions.IstherebetterwaysIcouldhavegottenthemengagedorinvolved.It'sreallyaroundself-improvementasacoach,right,sothat,thisreviewmeetingaspersonalgrowthopportunityisprobablythemostimportantpartofit,right.Themeetingwasimportantforthatindividual,thatkindofactionitemsledtoareimportantforthatindividual.ThisisaboutmyowngrowthandhowdoIbecomebetterasacoachandIdon'tthinkyoucandothatwithoutsomepersonalreflectionprettyclosetowhenthemeetingtookplace.Transcript: Consider the Situation OneofthethingsthatI'vecometolearnaboutcoachingis,again,thatIcan'ttellyouthebestwaytoansweranycoachingsituationbecausepartofit'sgoingtobebuiltaroundyourownpersonality,yourownexperience,andthepersonyou'regoingtoworkwith.ButIwanttogiveyouafewofmyownthoughtsagainaboutconsiderationsyoushouldhavegoingintoanyparticularcoachingsituation,right?Sooneofthethingsthat'salwaysonthetopofmymindwhenIstarttositdownwithsomeoneasacoach,orevenjustdoingsomekindofcasualcoaching,is,youknow,what'sthecoachabilityfactorofthisperson?Howcoachablearethey?Aretheyreallyinterestedinimprovement?Aretheynotinterestedinimprovementandthey'rejustgoingthroughtheroutine.Right,soIwanttothinkabout,youknow,what,howcoachableisthisperson.AndtheparticularissuethatIthinktheyneedtoface.Howcoachablearetheyonthatparticularproblemorsituation,right?Isthissomethingthatthey'rejustgoingtoyouknow,nowayinheckaretheyevergoingtoaddressit,soitreallyitstartstogetmetothinkaboutyouknow,whoIwanttoworkwithandwhatthingsIwanttoworkwiththemaround.OneoftheotherconsiderationsthatIthinkyouhavetohaveisaroundtiming,right?Soifyou'regoingtodosomecoachingyouhavetothinkaboutwhat'sthetimeframethatyouhavewiththisperson.Isitatwo-yearcommitment?Isthisthenextthreemonths,isthistogetthemreadyforajobintwomonthsfromnow?Isittogetthemreadyforsomethingtwoyearsfromnow?Causethattimingwillgiveyouasenseofwhatarethescopeofproblemsthatyoucan
SoasanHRleaderwhatwewanttothinkaboutiswhatisourrolewithinthischangeeffort,andwherecanwehavethegreatestleverageofhelpingtheorganizationmoveforward?AndmybeliefisthatasHRleaders,wetypicallyplayasupportingroleinrunninganddrivinganychangeeffortinsidetheorganization.So,itmaybealittledifferentifyou'rerunningyourownchangewithintheHRfunction,butforbroaderorganizationalchange,wealmostalwaysplayasupportingroleinunderstandingtheproblem,understandingtherootcausesofhowweneedtochange,ortheissueswehavetowrestlewith.Weplayastrongroleinhelpingtodrivethechangethroughthepeopleintheorganization.Butagain,wehavetothinkaboutwhat'stheroleasthesupportingleaderratherthantheheadleaderofthatchangeeffort.Whatwealsohavetothinkaboutisyouknow,criticallyfortheHRfunction,whatarethepeopleelementsthataregoingtomakethischangework?Whatarethepeopleelementsthataregoingtohelpusprovidetheorganizationwithagreaterbusinessdirectionorcompetitivenessinthemarketplacegoingforward.Butsimultaneouslywealsohavetobethevoiceoftheemployeeandwehavetomakesurethatthroughoutthechangeeffort,we'rehearingthevoiceoftheemployees.We'reunderstandingwhereemployeesmaybeconcernedandwe'rereallyprotectingtheemployeeexperience.Sothatbytheendofthechangeeffort,we'vegotamotivatedengagedsetofemployeesthataregoingtohelpdrivethischangeandbetterbusinessperformanceattheendoftheday.AndsowhatIwanttopresenttoyouisamodelthatIthinkofforHRassupportingleadersofchange.Andit'snotmeanttoreplacethechangemodelthatyourorganizationusesorachangemodelthatmaykindofsupersedeeverythingelsebutit'smeanttohelpyouthinkabout,wherewithinanychangemodelHRhasleverageandHRneedstoplayastrongsupportingleadershipinhelpingtodrivethechange.Transcript: SEE Change Model Ofcourse,asanygoodconsultantoreducatorwouldtellyou,anymodelthat'sgoingtobesuccessfulhastohavesomecuteacronym,sotheacronymI'mgoingtogiveyouisSEE,right?Sokindofthatnotionofseeingwherewe'regoingtobeintheorganizationandhowtosupportit.Andit'sthreesimpleideas,right?Sowe'regoingtohelpto,inthefirstphaseofanychangeeffort,reallyhelptosetthestageforsuccessfulchange.We'regoingtoinphasetwoevaluateandplanforthechange,soevaluatetheunderstandingissuesandhelpplanthechanges.Andtheninphasethreewe'regoingtodoexecutionofthatchange,soreallyinthissettingthestageforsuccessfulchangepart,we'regoingtoplayaprettystrongroleasasupportingleaderintheHRfunctionofhelpingtoselectthechangeleaders.Makingsurewe'vegottherightleadersinplace.Andwewanttomakesurewehelptheorganizationengageemployeesandcranktheurgencybehindthechange.Reallykindofengageandmotivatepeopletowanttogetbehindthechangeeffort.Inphasetwowewanttostartthinkingaboutidentifyingtheunderlyingpeoplechallenges.Whataregoingtobetheskills,capabilities,knowledge,workgroupsthataregoingtohavethemostimpactonwhetherornotsuccess,thischangeis
successfulandtakesoffintherightdirection.Andthenwewanttomakesurewe'replanningthepeopleelementsright?Makingsurewe'reputtingintherighttraining,therightselection,therightrecruitment,therightmotivationofpayandbenefitsandpromotions,makingsureyou'reputtingtherightchallengesinfrontofpeoplesothey'redrivingintherightdirectionsowewanttpthinkabouthowwe'regonnadrivethepeopleintherightdirection.Andthenthethirdphasewereallywanttothinkaboutexecutingthatchange.Sohowarewegoingtorollthisout?Howarewegoingtomeasurethesuccessoftheprogram?Andfinally,howdoweanchorthischangeintheculture?Soagain,acrossthesedifferentphases,thethreeSEEs,we'regoingtothinkabouthowdoesHRplaythisleadershiproleinmakingsurewegettherightpeopleinplace,andrightorganizationalsetup,sothatwecanbesuccessful.We'rethengoingtoplayastrongroleintheevaluationandmakingsureweknowwhatthechallengesareandhowtoovercomethosechallenges.Andthenwe'regoingtohelpinexecution,right,somakingsurewecanrollitoutandthenanchoritintheculture.Transcript: Setting the Stage ThefirststepthatIthinkHRleadersplayacriticalroleintermsofwhethernotachangeactivityisgoingtobesuccessfulornotishelpingtomakesurewegettherightleadersinplace,and,youknowacrosstheboardoneofthestrengthsthatwehaveasafunctionisunderstandingwhowehaveinsidetheorganization,understandingwhattheirstrengths,capabilities,weaknessesareasindividualsandasleaders,andhavingagoodpulseontheorganization.Understandingwhohaspositionalpower,who'sgotinfluentialpower,andanygoodchangeeffortattheverybeginningfindsateamofpeoplewhoaregoingtoleadthatchange.Andthisleadorleadersofthischangeeffortreallybecometheguidingcoalitionright,thegroupthatreallybringsitalltogether,Makesurethey'rebringingeveryoneinthatneedstobeincluded.Makingsurethey'refindingalltherightunderlyingproblemsthatwillblockthechangefrom,frombeingcarriedoutsuccessfully.Andsowewanttomakesurethatwehelptogettherightpeopleinplacewhoaregoingtodevelopandexecutethechangeplans.Andanygoodandsuccessfulleadershipteamofachangeefforthassomecommoncharacteristics,andthefirstofthoseisthatthey'vegotanumberofpeopleontheteamthathavepositionalpower.AndwhatdoImeanbypositionalpower?Thesearepeoplethathavetheabilitytomakethedecision,they'vegotempowermentfromtheorganization,they'vegotthebudgetandresourcesinordertomakethechangehappen.So,theybydictateoftheirposition,theirtitlecandothesethings.Wealsowanttomakesurethatpeopleontheteamhaveexpertise,right?Expertiseintermsoftheparticulardirectionwe'reheaded.Expertiseinthepastofhavingchangeaspartoftheirportfolio,orpartoftheirexperience,sotheyknow,whatarethedifferentstepsthatwe'regoingtohavetogothroughtomakethechangework.So,againnotjusthavingpeoplewithpositionalpowerbutalsopeoplewithexpertise.Theteamshouldalsohavefairlywiderepresentation,right?Sowedon'twanttohaveallthepeoplejustfromasinglepositionorjustfromasingledepartmentordivision.Ifit'sanorganizational-widechangewewanttomake
moreeffortandmoreenergybehindthechangethemselvesagain.So,increatingthisurgencyagainwehavetoclearlydefineforthemwhat'sthebusinessproblemandwhat'stheconsequencesfornotworkingonitbutalsowhat'sthepreferredstate?What'sthefuturestategoingtolooklikeandhow'sthatgoingtobenefitthemandhowwilltheyknowoncewe'vestarteddownthispath?Transcript: Evaluate and Plan Change ThethirdpartofanychangeeffortwhereIthinkHRpeopleplayareallystrongroleishelpingtoidentifythepeoplechallengesbehindthechangeeffort.Inparticularwewanttostartthinkingaboutthewhopartoftheequation.Andthewhopartofthechangeeffortcomesdowntoafewthings.Oneis,whoarethepeoplethataregoingtobemostdirectlyaffectedbythechange?Andthosearethepeoplethataregoingtohavetobehavedifferently,carryoutnewtasks,executenewbehaviorsonthejobtohelpdrivenewchange.Andsowewanttothinkabout,whoarethosepeoplethataregoingtohavetostart,youknow,whobeingwhatjobtypes,whatjobfamilieswhat,whatjobsaregoingtohavetodosomethingdifferentinorderforustocarryoutthisnewchange.Wealsowanttothinkaboutwhointermsof,whoneedstoparticipateintheidentificationofthesepeople.So,doweneedtogetlineemployeesinvolvedinthisdiscussion,doweneedtogetfrontlinemanagersinvolved,professionals,who'sgoingtobeinvolvedinhelpingtokindofdiagnosehowdifferentthey'regoingtohavetobehaveandwhatarethenewthingsthey'regoingtohavetodotoexecute.ThethirdpartofwhoisisalwaysatoughtitleformeandthelatestI'mthinkingofiskindofcallingthesepeoplethecollateraldamage.So,thepeoplewho,throughnofaultoftheirown,aregoingtobenegativelyimpactedbythechange,eitherbecausewe'regoingtodosomethingdifferenttheirjobsaregoingtogoaway.We'redoingsomethingdifferentsothey'regoingtolosepowerorauthority.Theymaylosetheirpositionalpower.Right?Sowewanttonotjustthinkaboutthosepeoplewhoaregoingtobeimpactedbythechangecausethey'regoingtohavetodosomethingdifferent,orthosepeoplewhoaregoingtobeimpactedbythechangecausethey'regoingtogetmorepower,moreauthority,morepay,butalsothosepeoplewhoaregoingtobeunfortunatelyhurtbythechangeeffort.Andthere'salotofbenefitstodoingthis.Sopartofitisgoingtohelpusclarifymisunderstandings.We'regoingtohelpto,bythinkingaboutwho'sinvolvedandgettingtheminvolvedearly,we'regoingtohelpthemclarifyanymisunderstandingsthattheyhaveaboutwhatthechangeisandhowthey'reimpacted.Sowedon'twanttowaituntiltheveryendofthechangeandsay,oh,I'msorry,nofaultofyoursbutyourjob'sgoingtobegoingaway.Wewanttomakesurethosepeopleareinvolvedearlyandwhat'sgoingtohappensothere'snoshocksattheendoftheday.Italsohelpsus,Ithink,re-identifyorredefinewhattheproblemsiswe'refacing.Ifwewe'retalkingtothosepeopleandunderstandingjusthowbigtheskillsetdifferenceis,ormaybehow
flexibleandadaptabletheyaretothisnewchange,wemightbeabletothinkabouthowtoexecutethatchangealittledifferently.It'salsogoingtohelpuspotentiallyfindsolutionswithlesswaste.Lesswasteintermsoftime.Lesswasteintermsofwrongdirectionsbybuildinginthosepeople'sinvolvementearly.Andit'salsogoingtohelpourchangeleadersgetoutandbuildtherequiredrelationshipsthey'regoingtoneedtohelpchangethiseffort.They'reoutspendingmoretimetalkingtothesefolksaboutwhatthey'recurrentlydoingandhowdifferentthatis.It'sgoingtohelpthembuildrelationshipstoinfluencethosepeoplelateronaswemovetotheexecutionphase.So,themorewecangetinvolvedpeopleearlyinthekindofidentificationofhowbigthechangeis,howmuchthey'regoingtobeaffected.,andwho'spotentiallygoingtoloseoutinthischangeorbenegativelyimpactedbyit,Ithinkthemoresuccessfulit'llbeintheend.So,thekeyis,atleasttoprovideusoneortwotoolstostartthinkingabouthowdoIidentifywhoisgoingtobeaffectedandwhoweneedtothinkaboutmostintermsofinvestmentandHRactivitiestoreallygetthemreadyforthischange.Transcript: Identify People Challenges Ithinkagain,akeyroleforusistoreallythinkthroughthisquestionofwhoisthekeytalentintheorganizationthat'sgoingtodrivethischange.AndsoI'vegotatool.It'sjustasimplesimplekindofhubrictothinkabout,youknow,whichjobsaremostimportant,andwhichjobsaregoingtoreallypreventusfromexecutingthechangeandsothere'stwosimplequestionsIwouldaskyoutothinkabout,andthefirstistostartthinkingaboutallthejobsinsideyourorganizationandstartthinkingaboutwhichofthosearethemostvaluableorthemostimportantintermsoftheconnectiontothenewdirection.So,whichofthesedifferentrolesorjobtitlesaregoingtohavethelargestimpactonthevaluecreationthat'sexpectedfromthenewchangewe'retryingtoexecute.Orinotherwords,youknow,whichhadthegreatestimpactonthenewdirectionwe'retryingtomovetowards.So,whichoftheserolesaregoingtodrivethemostofthatchange.Whichofthemhavethegreatestresponsibilitiesorthebiggestrolesintermsofhowweexecuteinthenewworldafterthechangeexistsandsowecanstarttorankthesejobsintermsofhightolowintermsoftheirimpactonthenewdirectionwe'reheaded.Sointermsofthefutureexecution,whichrolesaremostimportantdowntothosewhichhavelessimportanceorlessvaluetotheexecution.Thesecondelementofthis,intermsofhowwellwe'regoingtobeabletoexecuteis,howdifferentaretherequirementsunderthenewstrategy?Howmuchdifferencearewegoingtoseeintermsoftheknowledge,theskills,theabilities,thecapabilitiesrequiredfromthecurrentworkforcetoexecuteunderthenewmodel?Inotherwords,howbigisthedifferencefromtheirskillset,andknowledgeskills,andabilitiesnow?OrtheirKSAs,inourlanguage,knowledge,skillsandabilities,now,versuswhatthey'regoingtoneedinthefuturetodrivethenewstrategy.Andhowbigthatpotentialdifferenceis,potentiallyalsoinmotivation?Howmuchisitgoingtotakeustokindofflipaswitchtoget
themexcited,engaged,towardthenewmodel?Oraretheygoingtoresistthis,andholdbackeffortfromexecution,sowewanttolookagainateachofthoseroles,andsay,howbigisthedifferenceintheirskillsandabilities?Howmuchwe'regoingtohavetoinvestindrivingmotivationforthemtomoveinthisdirection.Becauseeitheroneofthosecanholdusupfrombeingsuccessful.Wecan'tputpeopleinplacequicklywitharightnewskills,capabilities,knowledgeortheydon'thavethemotivationtoexecuteinthenewdirectionthatthechangeisgoingtofail.So,wecanstarttolookatplottingthesejobsacrossthosetwodimensionsfromhowmuchthey'regoingtobearequireddifferenceinbehaviors,motivation,skillsfromhightolow.Andhowmuchwe'regoingtoseeadifferenceinkindofthevalueortheimpacttheyhaveonthechangeeffortfromhightolow.Whatitshoulddoishelpusplottheseintothesefourquadrants.TometheboxthatismostimportantforustoworkonandthatthejobsaregingtobemostcriticalforustofocusourHReffortsareonarethosepeopleinthattoprightbox.Thosejobsthathaveasubstantiallylargeimpactonwhetherornotthis,thisnewvalueisgoingtobecreated.Theyhavealargeroleintermsofthenewdirectionwe'reheading,andpotentiallythere'slargegapsintermsoftheirknowledge,skills,andabilities,ormotivationtodrivethenewdirection.Andsothosejobs,ifwedon'tfix,there'snowaythischangeeffort'sgoingtobesuccessful.Soagain,thenotionisreallytakingallthejobsinsidetheorganizationthataregoingtobeimpactedoraroundthischangeandthinkaboutwheretheysitintermsoftheimpactorvalueonthechangeitselfandhowdifferentthesepeoplearegoingtohavetolookinordertoexecutethenewrole.Transcript: General Foods Case Study Thenotionofthisidentificationoftheemployeesthataremostcriticaltothechainofsuccessisalittlesquishy,right?Alittlehard,maybe,foryoutograsp.SoIwantedtoprovideyouanexample.Andatthispoint,I'mgoingtostartreferringtotheGeneralFoodscasethatyou'vebeengiventoread.Andsoifyouhaven'treadityet,Istronglyencourageyoutogobacktoreadthatagainbeforewatchingthissegment.ButintheGeneralFoodscasewhatyou'veseenisanorganizationthat'smovingsubstantiallyintermsoftheirapproachtothemarket.They'removingfromalmostalowservicemodelwherethey'rejustprovidingproductstoretailerstoahighservicemodelinwhichthey'regoingtobebecomingextremelyengagedintermsofhelpingtheseretailersunderstandhowtomarketthesecompanybrandedgoods.Understandhowtoshelvethemproperly.Understandhowtodrivenewvaluetotheendretailcustomersinnewways.Andsothischangeisgoingtoreallyimpacttheworkforceofthisorganization,sowhatItriedtodoistakealookattwojobsthatmaybesubstantiallyimpacted.Andthefirstoftheseisthemarketinsightsjob.Thesearepeoplethathaveexperienceandexpertisegoingoutand
Butinthiscasethere'sthreethatwerereallyimportantforthischangetowork.AndsowhatitdoesforyouasanHRfunctionisitgivesyouatarget.Itgivesyouthethree,four,fivejobsthatyou'regoingtowanttospendyourmosteffortonintermsofthinkingabouthowdowemakethemchange?Howdowebuildtheseskills?Howdowere-motivatethem?Howdowebuildthecapabilities?Howdowegettherightleadersinplaceinorderforthistobesuccessful?Sothebigdifferencehereis,insteadofthisbeingascattershot,andsayingwelllet'sjusttryandfixeverybody,itreallyhelpsusnarrowinandfindthosejobsthataregonnabemostcritical,mostessentialinorderforthischangeefforttowork.Anditreally,Ithink,makesusmorestrategicasanHRleaderindrivingthischangebyhelpingusnarrowinonthosejobsthataremostcriticalforustobesuccessful.Transcript: Plan People Elements Thefourthstep,orfourtharea,whereIthinkHRleadersaregoingtoplayareallysubstantialroleinhelpingtodrivesuccessfulchangeisstartingtoplanoutthepeopleelementsofthechange.Sowe'vealreadythoughtabouthowtoidentifywhichjobsaremostessentialtomakechangeswith.Wenowhavetothinkabout,howarewegoingtostrategicallymanagetomakesurewedevelopthesenewskills,thesenewcapabilities,makesurethey'vegottherightmotivationtocarryoutthetools.Soyouknow,there'slotsofdifferentwayswecanthinkaboutthis.There'slotsofdifferenttoolsyoucanrefertofromdifferentcoursesliketheHRstrategycourse.I'mgoingtofocusonasimpleonewhichisreallyawaytothinkaboutkindoforganizingourthoughtsaroundallthedifferenttouchpointswehaveforchangingemployees'skillsandcapabilitiesandchangingtheirmotivation.Andwhatitdoesisitshouldgiveusachancetokindofscopeoutthedifferenttouchpointsthatwehave,differenttoolsinourtoolkit,thatcankindofdrivethischangewithinthedifferentemployeegroupswethinkareimportant.OneoftheotherareasIthinkwecanhaveaprettygoodimpactonthechangeistothinkaboutifwecandothisinastep-wisefashion.Canweintroducethischangeasapilotfirsttomakesurethatwe'rebeingsuccessfulindrivingitintherightdirectionbeforelaunchingitkindofgloballyacrosstheorganization?Soaretherewaystothinkaboutkindofphasinginthechange,startingwithonesmallgroupandthenkindofbuildingacrosstheorganization.Ifthat'spossible,itreallygivesusachancetokindofhaveaquickhit,aquickwin,toshow,heylook,we'rereallybeingsuccessful,orthisisworking.Anditalsogivesusachancetotweakthechangeonasmallerscaleratherthanacrosstheorganization.Ifthat'snotpossible,wethenneedtothinkaboutarethereotherwaystogetthisquickhit?Again,thereasonwewanttohavesomequickwinsinthischangeisitreallyhelpstoneutralizetheskepticismandthecynics.Sothat30%whoaregoingtoresistthechange,wewanttobeabletokindaneutralizethemearly.Say,heylooknotonlyhavewestarteddownthischangepathbutlookatthesequick
leveragetodothis.So,oneishowareweshapingtheleadersandsupervisorsofthisworkforce?Aretheycommunicatingtherightmessage?Aretheyengagingemployeesintherightway?Aretheysettingtherightkindofvisionfortheirgroup?Aretheymodelingthebehaviorsthattheyneedtomodel?Wecanthenthinkabout,howdoweneedtoaltertheorganizationalstructure?Weneeddifferentlinesofreporting.Doweneedtokindofflattenorsteepenthebureaucracyofthisorganization,who'sgotlinepositionalpowertomakedecisionsandsoon,what'stheteamstructurelooklike?Thethirdbucketisreallyaroundtalentmanagementpractices,right,soallthosethingsthatimpactknowledge,skills,andabilitieslikerecruitment,selection,training,development,feedback,andperformancemanagement.Wecanalsothenthinkaboutwhatarethepracticeswe'regoingtousetohelpengageandmotivatetheworkforce.So,whatarewedoingintermsoftheirpay,theirbenefits,theirincentivepay,long-termdevelopmentopportunities,internalselection,performancemanagement.Andthenfinallywekeptthinkingabouthowarewemakingitclearthroughpolicies,proceduresandwhat'stherealnormsofthisworkplace?Whataretherealnormsofthelargerorganizationalculture,whataretherealnormsontopofthatforthisworkgroup?Andhowdowemakeitcleartothemkindoftheexpectationsintermsofhowthey'resupposedtoworkwithoneanotherandhowpeoplearesupposedtoworkwithinthisorganization.Sowecanthinkof,fordrivingthischange,pullinganyoneofthoselevers,totryandfigureoutwhat'sthebestwaytodriveathenewrequiredknowledgeskillsandabilitiesandmotivationforthisparticularworkgroup.Transcript: General Foods Sales Case Study Asyoustarttothinkaboutthisorganizationaldevelopmentorsystemsperspectivetool,againoneofthethingstokeepinmindisyou'regoingtodothisforeachdifferentjobthatneedstochangeinsidetheorganization.Whydoyouneedtodothat?Becauseeachofthosejobsthatisgoingtobeimpactfultothechangeisgoingtoneedadifferentsetofskillsandcapabilities.Adifferentsetofmotivationsinordertoexecutetheirpieceofthechange.Soyoucan'tdothisgloballyacrossalljobs,youhavetokindofgojobbyjob.AndsooneofthejobsIwantedtogiveyouasenseofthisisgoingbacktothatGeneralFoodscasethatthesalesemployees,thesesales,fieldsalespeoplewhoaregoingtohavetogooutandhelptodevelopbetterclientrelationships.They'regoingtohavetogooutand,andhelptheclients,theretailersunderstandhowtobetterdisplayandmerchandisegoodswithintheirstore.Whatwewanttotostarttothinkaboutiswhat'sgoingtoreallyimpactthatthemost?Howarewegoingtohelptodrivethesenewbehaviors,drivethisnewkindofmotivationrequiredtodothesenewskills?Andsopartofit,IthinkwithinthisGeneralFoodscase,oneofthemostimpactfulfoodchangesthatwe'regoingtohaveistheleadershipofthosesalespeople.Thenewleadersofthisfieldsalesorganizationsaregoingtohavetomuchmorecloselyreflectthebehaviorsrequiredofthisnewconsultingstyleapproachtosales.They'regoingto
aligningtothenewprioritiesoftheorganization.So,againwhatthisOD,oroursystems-perspectivemodelsstartstogiveusisasenseof,whatarethedifferentleveragepointswe'regoingtoneedintermsofcreatingaworkforcethat'sabletocarryoutthenewbehaviorsandexecutethisnewstrategyorvisionfortheorganization.So,fundamentally,howdowechangethisskill-set,themotivation,theopportunities,forpeopletoexecute.Andagainitgivesustheleveragetosay,youknow,it'snotjustonepractice,it'snotjustpayorit'snotjusthiringaleaderthat'sgoingtocreateabetterversion.Butacrosstheboard,howarewegoingtosystematicallymanagetheseemployeesdifferently,createadifferentkindofworknorms,workenvironmentforthemtobeabletoexecutethenewmodel?Transcript: Roll Out Change Thefifthpartofanychangemodelwhereagain,IthinkHRleadersplayareallystrongcomponentclearlyisintheexecutionphase.Andthisisreallythephasewherewestarttorolloutthechange,andhelptomakesurethattheinitialchangeeffortsaresuccessful.Mostimportantlyoroneofthefirstimportantpartsofthisroll-outiscommunicate,communicate,communicate,right?Somostchangeeffortsthathavebeenwellplanned,andthey'vegotagreatleadershipteamupfront,andthey'vereallykindofgottenanearlyinvolvement,wheretheystarttofalldownislackofkindof,communicationoftheactualrolloutofthechange,andsoagain,eventhoughweinvolvedemployeesearlyintryingtohelpthemunderstandwhythechangeisimportantandwhytheyneedtogetonboard,atthephaseofrolloutweneedtoremindthemabouthowimportantthisis.Weneedtoremindthemwhythey'regoingtobehavedifferently.Whyaretheygoingtogothroughthenewtraining.Whyaretheygoingtoparticipateinthesenewactivities.Again,wehavetore-communicatetothemhowessentialandwhythisissoessentialtothesuccessofthebusinessandhowthisnewdirectionisgoingtopositivelyimpactthem,andthemasanindividual,notjustthelargerorganization.Atthisphasewealsoneedtoprovidethemclearscopeandspecifics.Sowhatdoesthismeanintermsofspecificbusinessoutcomes,whatdoesthismeanintermsofyourownpersonalbenefits?What'sanybadnewsornegativeconsequences.Andhowwillweknowifwe'rebeingsuccessful?Sowhat'ssomecriterionearlyonthatwecanpointtothatsays,here'sanideathatwe'reontherightpath,thatwe'removingintherightdirection.InearlychangeeffortsIkindofalwaysscoffedatthis,butwhatIfoundtobereallysuccessfulisthisnotionofsomegraphicrepresentationormetaphorforpeopletofollow,right?It'stheposterinthebreakroomofthetwistingroadthatshowsallthedifferentphasesofthechange,andallthedifferentthingsthatthey'llseeastheymovealong.Andyouknow,Iusedtokindofthinkthatwashokey,anditcanbehokey,buttheideaisthatitgivespeoplesomethingquickandvisualtoknowwhereanypointinthechangeeffortwearewiththatchange.Andso,thisgraphicrepresentation,whetherit'saroad,orit'spath,orit'sanarrow,itgivesthemasenseof
Transcript: Roll Out Training Asourorganizationsgotorollingoutthechange,youknow,clearlyoneofthemostkindofimpactfulwayswe'regoingtohelpwiththisisthroughthetheexecutionthatHRpracticestietothechange.Andsooneexampleofthisisjustourfocusontrainingforthechangeeffortitself,soareweprovidingsomeorientationsessions?Areweprovidingsessionsthatpeoplecangothroughtounderstandhowthey'regoingtohavetobehavedifferentlytomorrowinexecutingthisnewdirectioncomparedtowhatthey'redoingtoday,right?Sopartofthisis,youknow,thesetrainingsessionswe'regoingtohelptocreate,whetherthey'reonlinetraining,they'reface-to-facetraining,isreallyaroundorientation,reallyhelpingtheseemployeesunderstandingwhat'sthenewnormforhowthey'regoingtoactintheirjob.Partofitthenisalsofillingintheskillsgap,right?Whatarethenewskillstheyneed?InthecaseoftheGeneralFoodexample,we'regoingtothinkthrough,howdothesefieldsalespeopleunderstandhowtodeliverdifferentmerchandising.Howaretheygoingtotrainemployeesattheretailerstodothismerchandising?Sowehavetothinkthroughwhatarethebasicskillswe'reeithergoingtohavetotrainorattractorbringintotheorganizationinordertoexecuteandputinplacethatplan.Andthenmoredetailedtraining,andontopofthat,right?Sooncethey'vegoneoutandthey'vestartedtoenactthesenewbehaviors,what'sthefollowuptrainingtohelpthosepeoplewhoaregettingstuck.What'stheadditionaltraining,againonline,face-to-face,mentoring,coaching,thatwe'regoingtoprovidetohelpthosepeoplewhoarestrugglingtoexecuteagainstthenewmodel,right?Soit'snotjusttheinitialtrainingeffort,butit'sthinkingaboutkindoflong-term,howdowemakesurewe'reputtingintherightorganizationaleffortstomakesurethatpeoplearearesubstantiallyabletomovefromtheoldmodeltothenewmodelandkindofcheck-inpointsandperformancemanagementpointsalongthewaytounderstandwho'smakingtheturn.Who'snotmakingtheturn.Andhowtobringtherestoftheorganizationalongwithit.Again,thebasicexecutionofHRhere,right?Arewetrackingpeople'sperformance?Arewehelpingthemseethenewvision?Areweprovidingtherightskillstheyneedtobesuccessful?Arewethenfollowingupwithadditionaltraining,performancemanagement,motivationandleadership,guidancetohelpthemgetthemtowhereweneedthemtobetobesuccessful.Transcript: Roll Out Support ThefinalpartoftherolloutphasewhereHRplaysaprettysubstantialrole,tome,ishelpingpeopleadjust.Andit'sreallyhardtofathomsometimesjusthowstressfulchangeistopeopleinsideorganizations.Andthisisparticularlytruetoday,giventhenatureofkindofdownsizing,workforcereductions,rapidchangeinorganizations.Peoplefeelsuperstressedwhenevertheyheartheyhavetochange,right,so,whatwehavetodoasHRisreallyagainthisisthatroleof
thosepeoplewhoarereallyshowingstressin,inanon-positivewayorovertimearejustnotseemingtogetoverthatstress.We'vegottohavesomedirectactionandgetinvolvedwiththemsothatwecanhelpthemkindofovercometheanxietythatthey'refeelingorthekindoffearandstressthatthey'refeeling.Otherwisethosepeoplepotentiallybecomepeoplethatgetlost,peoplethatare,weloseintermsofthemquittingthatwedidn'twanttoquitorpeoplethatarehavingnegativeactionsoractivitiesonthejob.Kindofreflectingtheirneedtolashoutagainstthestressthey'refeeling,sowewanttomakesurewe'vegotsomewaythatwecandirectlyintervene,anddirectlytalktothosepeoplewhoareshowingtheclearsignsthatthey'renotgettingovertheinitialstressofthechange.Transcript: Measure and Improve ThroughoutthischangeprocesswhatI'vebeentryingtogetyoutostartthinkingaboutisagain,wedon'toftenhaveasHRleaders,thelineauthoritytogoinandmakethesethingshappen.Sowe'retryingto,withourowninfluence,ourownability,tobuildrelationshipswiththeleadersofthechangeteam,helptomakesurethatthey'reaskingthesequestions,tomakesurethatthey'rehelpingtoputinplacetherightactivities.AndthenthesixthsteporsixthareawhereIthinkHRplaysarealrole,butit'softenfromapurelyinfluentialperspectiveis,areweeffectivelymeasuringandcontinuouslyimprovingagainstthechangeeffort?Andso,youknowpartofthisisourownabilitytomeasureyouknow,arewemakingadifference,butwealsowanttohelptheguidingcoalitionortheleadershipteamofthechangethinkthoroughareeffectivelymeasuringtheresults.Andwhyisitimportanttomeasurewhetherornotwe'rebeingeffectiveinthechangeandwhetherornotweareheadingintherightdirectionisbecauseit'scriticalforustobeagainbeabletoestablishthatweareontherightpath,tobeabletokindoftellthenaysayers,thepeoplethatwanttoresistthechange,thatheylook,thechangeisstarting.Andlookatalltheareaswherewe'vealreadybeensuccessful.Lookatallthepositivemovementwe'vehadagainsttheresultsthatwereexpected.Sothemorewecanmeasuretheeffectivenessofthechange,themorewecanhelpallthosepeople,thenaysayers,andthe50%onthefencereallyunderstandthatthechangeisworkingandthechangeisheadingintheintendeddirection.Aswe'remeasuringthiswecanalsoseewherethechangehasn'tbeenassuccessfulaswewantedorwherearewestillseeingblocksorlackofskillsorcapabilitiesthatarepreventingusfromgettingtothechangesasquicklyaswewantedto.Wecanthenstarttorethinkaretherenewtrainingactivities?Aretherenewselectionactivities?Newkindofpayorincentivesornewstructurethatweneedtoputinplacetohelpmakethechangemoreeffective?So,measuringwherewe'rebeingsuccessfulandwherewe'renothittingthemarkreallyhelpustodosomecontinuousimprovement.Asyoucanprobablythinkofifyou'vetakenanHRstrategyclassoryou'vetakentheHRmetricsclass,there'slotsofdifferentwaystomeasuretheresult.SoIdon'twanttogointospecificdetailsaboutmeasurementtoolsrightnowcause