How to implement an internal improvement project in 7

steps
linkedin.com/pulse/how-implement-internal-improvement-project-7-steps-drazen-bosak

1. Analysis

Define who, among all the stakeholders, has transferable skills, or does something unique
or in a different way from the others. Interview the selected employees, motivate them to
become the evangelists for the project.

2. Clarification

If you have problems with (1), ask yourself if you have been monitoring the work properly.

Redefine metrics; don't focus on results only (Static!), focus on the process they do.

Go as deep in the process as you can. You may need to do a root-cause analysis, profiling,
and segmentation along the way to find the real root causes.

3. Definition

3.1 Define the transferable skills.

Make a gap analysis; see what you need to overcome so that all others acquire the
transferable skills. Hire an outside consultant and trainer to help you in that.
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Beware, the Manager must be aware of what you will be doing there, must not leave the
control to a hired consultant.

3.2 Define the desired patterns of behaviour

It is different from skills. Skills mean the “HOW?”, Patterns – the “WHAT?” and the “WHEN?”

4. Internal coaches.

Select the most loyal, likeable, and hard-working team members (Not necessarily the best
performing) to become Internal Coaches or Evangelists. It is not easy and sometimes not
even possible to implement a long-term change project without them. If you can't find the
evangelistic leaders internally, consider hiring.

Then, train them in all the skills related to what they are supposed to evangelise – and
beyond. They must be confident and radiate credibility. That training should be carefully
designed to be quick and thorough and they must be empowered to improve upon anything
they learn. In such a way, the whole Project will be moving faster and help you clarify,
improve, and refine the initial programme.

5. Kaizen sessions

Start and finish each session with a motivational speech/show.

15 - 30 minutes before each shift; done by the Coaches, and with the Training
Manager/consultant when needed.

6. Monitoring the progress and the course of a Change Project.

You will need to monitor and correct where necessary:

• Behaviour

• Skills

• Beliefs

The last one may seem strange or unnecessary, but in some cases, the beliefs may be
crucial for the progress and without working on releasing the staff from the limiting beliefs,
you may not be getting where you want to be with the Project.

7. Re-programming the negative beliefs in the Organization

Ask yourself; where do the beliefs you would like to "get rid of" come from? You won't be
able to make the limiting beliefs just "go away" by stating positive affirmations. Won't work -
and you may know it already.
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Why do we have a negative belief? There must have been a process which defined it. It is not
something that we "got" from someone, it is something that we created ourselves.

The only way to "change" a negative belief is to go through the very same process and -
during the process - by changing the perception and the evaluation "frames" - create a
different, more positive, and more constructive "interpretation framework" to replace the
negative one.

The method of doing that is called: "Reframing".

But it's usually not that simple. We often might have another set of beliefs or deep emotions
preventing us from reaching the causal root of a negative belief. In that case, those must be
dealt with first. It is not a trivial task and you may need to hire an expert.

The beauty of the method is that you can go through that process yourself, learning the skill
along the way - or you can have someone guiding you.

However, the person leading must know the method and the path well and set the pace
properly so all can follow.

Seek one - or try to do it yourself. The latter is harder but will reap additional benefits and
you will be learning new skills.

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