Remix

February 5, 2019

Leading Change
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Nice to see you Victoria!

Erin Cooper Sarah Dickinson

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 Individual change at scale
“All that you touch
you change. All Co-created change is stickier

that you change, Iterative and continuous

changes you.” Knowing what ⧣ knowing how

Octavia Butler

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Change Framework

Map the Define Address Make a

trajectory Behaviours Communicate
Loss Plan
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Change Framework

Map the Define Address Make

Part toa Communi
trajectory Behaviours
Behaviors Communicate
Loss Plan
Play cate
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Change Framework

Map the Define Address Make

Part toa Communi
trajectory Behaviours
Behaviors Communicate
Loss Plan
Play cate
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Trajectory Mapping

From To

What’s the problem today? What’s the solution and what does it deliver?

E.g. We have a lack of trained and confident project
managers in our department.
E.g. Trained project managers who can lead innovation
sprints and help us effect change throughout the
organization. They help bring more initiatives to fruition by
bringing discipline and creativity to planning and
stakeholder management.
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Break!
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Change Framework

Map the Define Address Make

Part toa
trajectory Behaviours
Behaviors Communicate
Loss Plan
Play
Who will Care?
Which groups or key individuals will be affected, both internally and externally?

E.g. Project Managers, People working on teams, 3rd party vendors and contractors

Behavioural Changes Required

How will individuals on the team need to change?
What can you do to encourage these behaviours?

E.g. greater openness to new ways of working, comfort with ambiguity, some more autonomy; Senior leaders need to be on board
with this change (giving them ‘aircover’ to work this way) and building bridges across departments

Resources Required
What do we need to fulfill our ambition?

E.g. headcount for two senior PMs and a budget for ongoing project management and leadership development training as well as
process development
Skill Will Hill

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Skill
What training might the team need?
E.g. agile training, design thinking training,
communication and stakeholder
management
Accelerating Forces For Change
What else can we do to speed up the change?
E.g. eliminate non-essential projects to free up our people, communicate new approach and secure buy-in from senior level
stakeholders
Will
What incentives or ways of motivating
the team may need to change?
E.g. A clear understanding of WHY we are
doing this, incentives tied to learning
from delivery (ask ourselves “what did we
learn? what hypotheses have been
tested?”) and encouragement to prioritize
people as much as planning.
Hill
What might stand in the team’s way?
E.g. Lack of understanding within other
departments about how project teams
work, lack of adoption of iterative or agile
principles within other teams, mindset
shift from outputs to outcomes.
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Change Framework

Map the Define Address Make

Part toa
trajectory Behaviors Communicate
Loss Plan
Play
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“How long can I NOT change

before anyone notices?”
Nope “You know
what I
“This is just a fad. I’m sure heard?.....”?”
we’ll be on to the next
“I need more information”
thing soon”

“I still haven’t made up “I missed that “That’s

“I’m just trying to be realistic” my mind….” meeting….” not
how
we do
“This will things
“When can we go back to the way we used to work?”
never work” here…”
 Control
Pride
Loss of Narrative
Time
Control Competence
Familiarity
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 Control
Pride
Loss of Narrative
Time
Pride Competence
Familiarity
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 Control
Pride
Loss of Narrative
Time
Narrative Competence
Familiarity
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 Control
Pride
Loss of Narrative
Time
Time Competence
Familiarity
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 Loss of
Competence

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 Control
Pride
Loss of Narrative

Familiarity Time
Competence
Familiarity
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 Control
Pride

LOSS Narrative
Time
Competence
Familiarity
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Avoid This By Doing This And make a Plan
Loss of Control Have I left room for choice Things people can choose about this My very next step:
wherever possible? change:

Loss of Pride Have I given credit and gratitude People/Departments to publically

to the people who got us to honor:
today?

Loss of Narrative Have I offered a story that is Things we did right given the
congruent with previous information we had:
narratives?

Loss of Time Have I taken away Removed/Back-burnered projects and

responsibilities as I’ve added focus areas:
more?

Loss of Competence Have I outlined new skills Most likely underdeveloped skills:
needed and sourced support?

Loss of Familiarity Have I shared a timeline for Familiar things people can count on:
what’s changing and highlighted
what will stay the same?
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Change Framework

Map the Define Address Make

Part toa
trajectory Behaviors Communicate
Loss Plan
Play
From
Change to
Transition

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 Change is a muscle
Change is, unfortunately, optional
Change is your competitive
Final words
advantage
Change is a team sport
Change is a commitment

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 WHY WE RISE IN THE MORNING
We Train Change Leaders
“How do I define and shepherd a We help ambitious
vision that others will want to be
part of” (and impatient)
We Embed & Accelerate
leaders accelerate
“I need targeted support to make transformation.
lasting organizational and cultural
change”

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Don’t Be a Stranger
Erin Cooper
Sarah Dickinson
vancouver@thnk.org