Change Leaders and Catalysts
A two-day advanced certification course on organizational change management for business, process, and project managers and the teams they lead. When they're first authorized, many strategic initiatives lack the buy-in and active sponsorship required to replace old routines with new standards, challenge territorial authority, introduce new roles, and migrate to new IT systems. Without a compelling reason for change, a network of champions, and a coherent strategy, even small projects struggle, and large, complex initiatives rarely deliver fully on their business-case ROI. But the designated subject experts from IT, Lean, Six Sigma, or even HR lack skill and experience in change management.
This course covers the principles, practices, and skills used by successful leaders to plan and implement large-scale organizational change. Topics include change messaging and communication, stakeholder segmentation and engagement, change catalyst and sponsor effectiveness, change implementation and governance, and changing a legacy culture.
Course participants will learn how to:
- Create and communicate a compelling change story to explain 'Why change'
- Identify and engage sponsors, opinion leaders, and other stakeholders
- Recruit a representative, whole-brain team
- Develop a phased change strategy with events for socialization and buy-in
- Evaluate and apply change methodologies such as ADKAR, Kotter, and CAP
- Use continual improvements to build confidence and momentum
- Reinforce desired behaviors through organizational structures and IT systems
- Act as effective catalysts, assessing readiness and selecting appropriate tactics
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Logistics
Location: Onsite
Schedule: Course begins at 8:30 am on Day One and ends at 4:30 pm on Day Three
Tuition
Price varies according to number of participants. For information email wpopper@fcbpartners.com
DAY ONE: Introducing Change
Why Change? Creating a Compelling Narrative
No successful organization changes without a compelling reason grounded in current realities–external opportunities and threats, internal capabilities and constraints, leaders' priorities and strategies. We learn to create a case for action based on local conditions and build a storyline to increase awareness and motivate people across the organization.
What Will Change: Describing Intended Outcomes and Influencing Associated Behaviors
Effective managers, work groups, and individual contributors are unlikely to change until they understand how things will work in practice–the intended outcomes along with the inputs and activities that create them. We learn to specify desired changes in terms of process, structure, behavior, and measures to make change real for the front-line staff.
Who's Leading Change: Building a Change Network
When isolated individuals try to change an organization on their own, they're doomed to fail. When they enroll others, the chances of success are much higher. We examine the structures, roles, and relationships underlying successful change networks and learn how to power up executive sponsors, map stakeholders, engage key opinion leaders, and enroll early adopters.
When Will Things Change? Developing a Change Campaign
Without a plan, it's difficult to get buy-in and impossible to track progress. The best plans begin with a strategy that balances a long-term vision with realistic, short-term expectations. We learn to develop an organizational change road map, event architecture, and communication plan including key messages, audiences, and media.
DAY TWO: Accelerating and Consolidating Change
Building Momentum: Idea Pipeline
Many leaders who aim to transform their organizations overlook a simple truth: Bottom-up continual improvement ideas can matter as much as grand plans and large investments. We learn how to recognize and cultivate associates' ideas, put change champions in the lead, answer "What's in it for me?", get executives to remove barriers, and coordinate a portfolio of diverse change initiatives.
Reinforcing Routines: Systems and Structures
Early adopters embrace change. All others wait to see if it works and, more importantly, if it works for them. They look to their performance objectives for what matters, to their managers for guidance, and to their IT systems for workflows and formats. We learn ways to build systematic 'nudges', based on the findings of behavioral economics.
Shifting the Culture: Change Agents as Catalysts
Senior leaders looking for organizational change rely on key lieutenants as their agents. But, the role of change catalyst is poorly defined. How do they partner with leaders, challenge legacy thinking, recruit key players, and demonstrate success? We explore change-agent skills–advocacy, analytics, execution, networking–and how to develop them.
Managing a Campaign: The 90-Day Plan
Business strategists plan in years; change agents plan in 90-day cycles beginning with known events on enterprise, stakeholder, or project timelines. We learn to design a 3-month change management cycle, beginning with existing events, adding change-specific components, and building out associated engagement and communication work flows.