1. …The Power Of Mentoring and Managing Change
Robert M. Chiusano
RMC Consultancy, LLC
American Payroll Association
Illinois Statewide Conference
“Be a Payroll Champion”
August 17th-18th, 2017

2. Career Development Planning
Agenda
Career Development Planning
Overview
Mentoring
Managing Change

3. CAREER DEVELOPMENT PLANNING MENTORING

4. CAREER DEVELOPMENT PLANNING MENTORING
What is a mentor?
A Mentor willingly dedicates their time to share their personal and professional experiences with the Mentee

5. CAREER DEVELOPMENT PLANNING MENTORING
Mentoring Options
Formal
Informal

6. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee

7. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Mutual familiarization

8. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Apply the time and energy

9. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Remain Focused

10. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Advanced preparation, follow-up

11. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Must balance passive and directness

12. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Be in the moment

13. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Follow rules of engagement

14. CAREER DEVELOPMENT PLANNING MENTORING
Responsibilities of the Mentor and Mentee
Do the right thing, always

15. CAREER DEVELOPMENT PLANNING MENTORING
Traits of a Mentor

16. CAREER DEVELOPMENT PLANNING MENTORING
Credibility

17. CAREER DEVELOPMENT PLANNING MENTORING
Willingness

18. CAREER DEVELOPMENT PLANNING MENTORING
Ability to Focus

19. CAREER DEVELOPMENT PLANNING MENTORING
Communicator

20. CAREER DEVELOPMENT PLANNING MENTORING
Accessibility

21. CAREER DEVELOPMENT PLANNING MENTORING
Constructively Critical

22. CAREER DEVELOPMENT PLANNING MENTORING
Realistic

23. CAREER DEVELOPMENT PLANNING MENTORING
Objectivity

24. CAREER DEVELOPMENT PLANNING MENTORING
These individuals DO EXIST!!!

25. CAREER DEVELOPMENT PLANNING MENTORING
How to find a mentor?

26. CAREER DEVELOPMENT PLANNING MENTORING
How to find a Mentor?
Not all organizations created equally
Use skills and attribute needs to “bound” search
Communicate your intentions

27. CAREER DEVELOPMENT PLANNING MENTORING
How to find a Mentor?
Seek out subject matter experts
Utilize tools such as LinkedIn, Quora, etc
Utilize Professional Organizations

28. CAREER DEVELOPMENT PLANNING MENTORING
How to find a Mentor?
Building a Mentor database adds momentum
Be Brave and Bold
Be PATIENT… to an extent
Be Persistent and committed to the process

29. CAREER DEVELOPMENT PLANNING MENTORING
Access to a mentor may still be problematic for some
Many on-line tools easily accessible

30. CAREER DEVELOPMENT PLANNING MENTORING
YOU own the responsibility to lead the way

31. CAREER DEVELOPMENT PLANNING MENTORING
Guidance when reaching out to mentors

32. CAREER DEVELOPMENT PLANNING MENTORING
Guidance when reaching out to mentors
Explain objectives
Discuss expectations
Be professional

33. CAREER DEVELOPMENT PLANNING MENTORING
Guidance when reaching out to mentors
Assess interest
Rapid and thorough follow-up
Focus on what’s important

34. CAREER DEVELOPMENT PLANNING MENTORING
Guidance when reaching out to mentors
Responsible to process

35. CAREER DEVELOPMENT PLANNING MENTORING
Other considerations
Honor time constraints
Don’t be defensive - EVER
Be appreciative

36. CAREER DEVELOPMENT PLANNING MENTORING
Both Mentor - Mentee must provide value and benefit
You can do it!!!

37. CAREER DEVELOPMENT PLANNING CALL TO ACTION
Remember….MEDIOCRITY IS NOT AN OPTION

38. American Payroll Association
MANAGING CHANGE
Robert M. Chiusano
RMC Consultancy, LLC
American Payroll Association
Statewide Conference
September 28th-30th, 2016

39. MANAGING CHANGE BACKGROUND
Since early 2000’s, Change Management/Transformation began establishing itself as a permanent feature in business landscapes

40. MANAGING CHANGE BACKGROUND
Why?
Economic Cycles
Market Dynamics
Labor Pools

41. MANAGING CHANGE BACKGROUND
Why?
Globalization
Technology Innovations
Expanding Customer Choices/Competitive Landscape
Investor Demands

42. MANAGING CHANGE Challenges are NOT an excuse and do NOT discriminate
Should fuel a constant drive to achieve, gain and retain a competitive advantage

43. MANAGING CHANGE
Success rates of major change initiatives are slightly better than  NOT GOOD!

44. MANAGING CHANGE
Why?
Costly
Lost Opportunity

45. MANAGING CHANGE Waste of Precious Resources Morale Deterioration
Complicates Next Battle

46. MANAGING CHANGE
There are many challenges faced by any organization dealing with Change Management

47. MANAGING CHANGE Change Fatigue
Poorly planned, insufficient preparation
“Change of the Month”

48. MANAGING CHANGE Floundering Initiatives
Lack of processes, skills, leadership
Lack of “Staying Power”

49. MANAGING CHANGE Top Heavy Involvement
Decision Making, Planning/Implementation at Top-Level
Filters Out Vital Insight, Deteriorates Support

50. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
RMC Top 10 Guiding Principles

51. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
1) Culture is critical for any change initiative to succeed
Most grade this more important than Strategy/Operational Excellence
Overcoming resistance, developing and securing support
Human beings with emotional connections and bias

52. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
2) Change starts at the top
Committed and aligned leadership, not to be “assumed”

53. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
3) “Case for Change” must be developed AND communicated
Not simply based on strategic goals and objectives
Need to engage the hearts and minds of the people

54. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
4) Involve ALL levels, Super Users, Subject Matter Experts
Critical Thinking
Diversity of Thought
Perpetuity of Commitment

55. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
5) Behave your way into thinking differently  Walk the Talk
Define behaviors critical to success
Make major decisions quickly  visibility/transparency
Practice active listening
Do as you say

56. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
6) Continuous engagement requires staying power
Frequent AND effective communications, two-way
Hear what you need to know NOT what you want to hear

57. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
7) Involve all with Authority and Influence
Both formal and informal approaches
Breadth of expertise and circle of influence  Build trust and pride

58. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
8) Don’t underleverage formality
Structure, rewards/recognition, process, education and development

59. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
9) Leverage informality
“Established” culture, comfort zones are impediments to change
Vanquish old adage – “We do as we are told”
Create culture where “everyone makes differences” is reality

60. MANAGING CHANGE WHAT DO WE DO ABOUT THIS?
10) Assess, measure and adapt
Know what’s working AND not working  Face the brutal facts
Course corrections are a way of life
COMMUNICATE
Change implies more change

61. FINAL THOUGHTS TO CONSIDER

62. FINAL THOUGHTS TO CONSIDER
Deal with facts, minimize emotional reasoning
Steer clear of personalization, bias
Convert skepticism and cynicism to advocacy

63. FINAL THOUGHTS TO CONSIDER
Practice Leadership at any and all levels
Imagine the possibilities

64. FINAL THOUGHTS TO CONSIDER
Always look for a better way
Stay positive and get involved
Be brave and bold to withstand resistance and stay the course

65. FINAL THOUGHTS TO CONSIDER
Be brave and bold to withstand resistance and stay the course

66. FINAL THOUGHTS TO CONSIDER

67. FINAL THOUGHTS TO CONSIDER