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Implementing Change Tips for Implementing Transformative Change in Your Business Phillip Rosebrook JR, CR.

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Presentation on theme: "Implementing Change Tips for Implementing Transformative Change in Your Business Phillip Rosebrook JR, CR."— Presentation transcript:

1 Implementing Change Tips for Implementing Transformative Change in Your Business Phillip Rosebrook JR, CR

2 Perspective

3 Premise The world is changing The new normal – more with less The business world shifted Certainty is a delusion Competition is different Our clients are different CHANGE IS NEEDED!

4 The other day I got out my can-opener and was opening a can of worms when I thought, What am I doing! - Jack Handey, Deepest Thoughts from Saturday Night Live

5 Common Thoughts about Change Difficult Uncomfortable Uncertain Confusion Frustrating Unknown Fear Frustration

6 Perspective Necessary Livelihood Opportunity Success New paradigm Freedom Liberating New markets Upward mobility

7 Inspiration You belong to a small, select group of confused people. -Message in a fortune cookie If you define cowardice as running away at the first sign of danger, screaming and tripping and begging for mercy, then yes, Mister Brave Man, I guess I am a coward. -Jack Handey, Deep Thoughts from Saturday Night Live

8 Overview Prioritization and strategy Understand the Change process First things first Creating a system Managing the process

9 Change Process Step forward into growth or back into safety o Abraham Maslow Are you a victim or are you you driving it? Managing change is important Dream big start small Vague plans create vague results Just good enough is not

10 Ask Yourself

11 What is Truly Important? Telling time or watchmaking Focus on the customer If you cannot measure it you can not manage it – if you measure it then manage it. Chose wisely

12 Long Term Thinking

13 Behind the Scenes Just wait it out – will return to Our company changes like the tides Changing underlying assumptions Lack of clarity Subversion – I like things the way they are Discipline Lack of conviction

14 The Change Process Virginia Satir - Satir change model

15 Critical Steps Move strategic thinking to strategic doing Ability to quickly detect changes Ready, fire, aim with an adaptable plan Communication is essential Consider it done and culture of accountability

16 The Leaders Role Pick other leaders Set strategic direction Conduct operations

17 Rules for the Leader It is a question of whether we re going to go forward into the future or past to the back. -Vice President Dan Quayle Operate with highest integrity Customer comes first Got to understand and manage 3 processes o People o Strategy o Operations

18 Clarity and Simplicity Pick top 5 items to work on not top 20 Understand that you are fighting nature Clarify benefits to all – or simply the need – dont change for the sake of change Need to win the hearts and minds of your team? Involve stakeholders in planning process

19 Switch Process Find bright spots Script the process Unwavering top down commitment Shrink the change Grow your people Build habits Rally your team

20 Exercise Think about challenges in your company Follow through with this process Create and enable leaders in your company

21 Bright Spots Human nature is to fix problems by studying problems Recognize outliers and exceptions What happens here? How can we do more of this? Report card – 1 A, 3 Bs and 1 D

22 Script Critical Moves More choices create analysis paralysis Ambiguity is the enemy Complex problems dont need complex solutions – simple gets done o Moments of Truth

23 Point to the Destination Black and white goals may be necessary Emphasize emotions Create destination postcards from the future Achieve long term goals through short term victories Clear, simple, achievable but out of reach,

24 Find the Feeling Link paycheck to purpose

25 Shrink the Change Debt snowball Monthly components of annual goals Engineer early success Start acting in a way that fulfills goals o Meaningful o Within reach

26 Grow Your People The Leader with no title Education Involvement Listen to your staff – Valuable members of your team. High standards Expect learning moments

27 Tweak the Environment Change company culture o Professionalism o Results o Exceptional performance Respect closed doors Reduce hallway meetings Mornings are golden Put production on a pedestal Change habits

28 Build Habits Eat that frog Start and finish on time Daily and weekly routines Start the day positively with challenges for the day Implement checklists and standardize procedures

29 Rally the Herd Strong orientation Victory meetings Mentorship programs Best practices reports Benchmarking

30 Continuous Change The need for change does not reside Positive reinforcement Routine strategic planning Industry networking Raise the bar

31 Assessment Review strategic plan o Any changes to fundamental assumptions Review key activities o What is working well o What should we do more of o What can be learned from failure Celebrate achievement

32 If you are losing a tug of war with a tiger, give him the rope before he gets to your arm. You can always buy more rope. - Max Gunther

33 Changing Culture What gets celebrated Strong orientation program Reward, reinforce, penalize Language

34 Accountability Who, What, How Mentoring program Board of directors High standards and expectations

35 Have Fun! Looks like the upper hand is on the other foot. -Leslie Nielson, in Hotshots! Part Deaux Enjoy success Work should be more fun than fun o Business ceases to be work when you are chasing a dream that engorges you Lighten up and stop taking yourself too seriously Be a good finder and cheerleader!

36 Somebody has to do something, and it s just incredibly pathetic that it has to be us. Jerry Garcia – Grateful Dead Somebody has to do something, and it s just incredibly pathetic that it has to be us. Jerry Garcia – Grateful Dead

37 Thank you!


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