âChangeâ Workshop for leading Customer Service
Manager Considerations For Successful Change Change is like birth control pills. If you don’t take them every day, they won’t work.
You - You can’t do what you’ve never done until you be what you have never become. 1. How do things look/feel/sound different about you to your staff? 2. What’s your 2-year plan for you? With direct reports? 3. How can you distinguish between change the business and run the business activities? 4. How are you going to keep RUN from getting in the way of CHANGE? 5. What portion of your time will be spent on change vs running the business activities? 6. At any time…what are your run-the-business (RB) and your change-the-business (CB) activities? CB activities are those working toward the new state. 7. What are the untested assumptions you hold? What are those the culture holds? How can they be validated or changed for the better? 8. How is your flex-ability? 9. What ‘Is’/’Is Not’ in your role and which needs to change to command the level of change required in your vision? 10. What part of your role are you willing to let go? 11. What are you willing to endure, what is the size of your resolve? Untested resolve is a guess! 12. Are you willing to let go of staff who are holding the rest back? 13. What’s ‘different’ in your life? The Plan - Planning is everything, plans are nothing, Dwight Eisenhower 14. Does your planning…stress the ‘ing’ 15. What’s your communication plan? 16. How can you allow think time for your staff to change, innovate, create 17. What trade-offs are you willing to make in service/output while they are in a growth state? 18. How can you keep the urgent from crowding out the important? 19. How can you introduce responsible creatively “crazy” 20. How do you convince your staff that change will not let up? That they will only get better at it. 21. What are your Hoshins?…crucial direction-setting objectives 22. What’s your plan for increasing the number of responsible risks your staff need to take? 23. How much capital are you willing to invest in change over the next 2 years? 24. Do managers know/practice team facilitation skills? Preparation - Success is not measured by the number of accomplishments, but the degree of change accomplished. 25. What organizational changes need to take place to reinforce the change? 26. What communication is needed to reinforce the change? 27. Can commitments to better service be shared with customers to add appropriate pressure to carry them through? 28. How can you keep the element of surprise down? 29. How are you going to prepare for endurance (yourself and staff) to outlast the backpressure of change? How are you going to keep them from returning to the way it was? 30. How are your preparing them to welcome change? It’s not a matter of if, but what change is next. 31. What skills do you need to grow during this change, what mind shifts will need to take place in you?
32. Have you clarified the consequences of staying the same and the benefits of moving forward? 33. How do you prepare yourself and your staff the dip associated with implementing change…how do you keep them from quitting in the middle of the transition? 34. How are you going to prepare others for the fact you will not be treating business as usual? 35. How are you going to arrange time-off for team meeting and service classes? 36. How can you migrate management-type thinking and problem solving to the staff.? What are your deliberate steps to make this shift? Change on Purpose - It’s what you do now when you don’t have to do anything that takes you were you need to be when it’s too late to do anything about it! 37. Job descriptions: how do they encourage improvement, change, teams 38. How often do you meet with your staff? 39. What are the various ways you communicate with them? 40. What is the penetration of communication, how do you know? 41. Is your open-door policy an invitation, encouragement? Test: what’s your rate per week of interactions, what number of people walk away more ready to take on change? 42. What portion of the atmosphere is light and fun? How do you make it happen? 43. Get staff to name one change they are working on there at work? 44. How do you distinguish between capability and motivation? 45. How can you get everyone hooked into an imaginary rope team? You all move only as fast as your slowest member. 46. How are you going to get them to prepare for their new ‘scripts’ as the change develops? 47. What is their greatest need during the change and what you going to do to expand their ‘zone of acceptance’? 48. How do you celebrate failures? 49. Where’s your blooper book that you learn from? 50. How do you reset their focus on the customer? 51. How are you embedding the shared leadership principles of Tim Porter O’Grady? “The greatest impediment to our future is our past success.’ 52. Do you know how and when to ‘ootch’ change? 53. If change isn’t working, then how are you going to change how you change? 54. If you want team work, you have to give the team the work. What are the team things you are delegating? 55. Are you good at saying “I don’t know, what do you think?” 56. What’s your plan for keeping everybody involved with change? How can you share the pain of change? 57. How do you prepare the path (acceptance-finding) for integrating team related recommendations into the workplace? 58. How do you keep constant the case for change? Remember, great teams have great enemies. 59. Have you prepared 10 tips for alternative solutions? (you only fully know something once you’ve written things about it) 60. What’s your change momentum plan? To keep those tribal drums beating in the distance? 61. How do you turn evolution into revolution without stripping your gears? If you don’t find needed change, it will find you. 62. How much time do you allow yourself and direct-reports to focus on innovation, creation, thinking, problem solving? 63. How do you sustain an apparent expectation for improvement, kaizens, growth, problem solving? 64. How often do you spend time in collective communication, culture-building, trust-building?
Courtesy of Duke Rohe ([email protected]) HIMSS Management Engineering & Process Improvement (ME-PI) Community http://www.himss.org/ASP/MEPI_Home.asp
You - You can’t do what you’ve never done until you be what you have never become. 1. How do things look/feel/sound different about you to your staff? 2. What’s your 2-year plan for you? With direct reports? 3. How can you distinguish between change the business and run the business activities? 4. How are you going to keep RUN from getting in the way of CHANGE? 5. What portion of your time will be spent on change vs running the business activities? 6. At any time…what are your run-the-business (RB) and your change-the-business (CB) activities? CB activities are those working toward the new state. 7. What are the untested assumptions you hold? What are those the culture holds? How can they be validated or changed for the better? 8. How is your flex-ability? 9. What ‘Is’/’Is Not’ in your role and which needs to change to command the level of change required in your vision? 10. What part of your role are you willing to let go? 11. What are you willing to endure, what is the size of your resolve? Untested resolve is a guess! 12. Are you willing to let go of staff who are holding the rest back? 13. What’s ‘different’ in your life? The Plan - Planning is everything, plans are nothing, Dwight Eisenhower 14. Does your planning…stress the ‘ing’ 15. What’s your communication plan? 16. How can you allow think time for your staff to change, innovate, create 17. What trade-offs are you willing to make in service/output while they are in a growth state? 18. How can you keep the urgent from crowding out the important? 19. How can you introduce responsible creatively “crazy” 20. How do you convince your staff that change will not let up? That they will only get better at it. 21. What are your Hoshins?…crucial direction-setting objectives 22. What’s your plan for increasing the number of responsible risks your staff need to take? 23. How much capital are you willing to invest in change over the next 2 years? 24. Do managers know/practice team facilitation skills? Preparation - Success is not measured by the number of accomplishments, but the degree of change accomplished. 25. What organizational changes need to take place to reinforce the change? 26. What communication is needed to reinforce the change? 27. Can commitments to better service be shared with customers to add appropriate pressure to carry them through? 28. How can you keep the element of surprise down? 29. How are you going to prepare for endurance (yourself and staff) to outlast the backpressure of change? How are you going to keep them from returning to the way it was? 30. How are your preparing them to welcome change? It’s not a matter of if, but what change is next. 31. What skills do you need to grow during this change, what mind shifts will need to take place in you?
32. Have you clarified the consequences of staying the same and the benefits of moving forward? 33. How do you prepare yourself and your staff the dip associated with implementing change…how do you keep them from quitting in the middle of the transition? 34. How are you going to prepare others for the fact you will not be treating business as usual? 35. How are you going to arrange time-off for team meeting and service classes? 36. How can you migrate management-type thinking and problem solving to the staff.? What are your deliberate steps to make this shift? Change on Purpose - It’s what you do now when you don’t have to do anything that takes you were you need to be when it’s too late to do anything about it! 37. Job descriptions: how do they encourage improvement, change, teams 38. How often do you meet with your staff? 39. What are the various ways you communicate with them? 40. What is the penetration of communication, how do you know? 41. Is your open-door policy an invitation, encouragement? Test: what’s your rate per week of interactions, what number of people walk away more ready to take on change? 42. What portion of the atmosphere is light and fun? How do you make it happen? 43. Get staff to name one change they are working on there at work? 44. How do you distinguish between capability and motivation? 45. How can you get everyone hooked into an imaginary rope team? You all move only as fast as your slowest member. 46. How are you going to get them to prepare for their new ‘scripts’ as the change develops? 47. What is their greatest need during the change and what you going to do to expand their ‘zone of acceptance’? 48. How do you celebrate failures? 49. Where’s your blooper book that you learn from? 50. How do you reset their focus on the customer? 51. How are you embedding the shared leadership principles of Tim Porter O’Grady? “The greatest impediment to our future is our past success.’ 52. Do you know how and when to ‘ootch’ change? 53. If change isn’t working, then how are you going to change how you change? 54. If you want team work, you have to give the team the work. What are the team things you are delegating? 55. Are you good at saying “I don’t know, what do you think?” 56. What’s your plan for keeping everybody involved with change? How can you share the pain of change? 57. How do you prepare the path (acceptance-finding) for integrating team related recommendations into the workplace? 58. How do you keep constant the case for change? Remember, great teams have great enemies. 59. Have you prepared 10 tips for alternative solutions? (you only fully know something once you’ve written things about it) 60. What’s your change momentum plan? To keep those tribal drums beating in the distance? 61. How do you turn evolution into revolution without stripping your gears? If you don’t find needed change, it will find you. 62. How much time do you allow yourself and direct-reports to focus on innovation, creation, thinking, problem solving? 63. How do you sustain an apparent expectation for improvement, kaizens, growth, problem solving? 64. How often do you spend time in collective communication, culture-building, trust-building?
Courtesy of Duke Rohe ([email protected]) HIMSS Management Engineering & Process Improvement (ME-PI) Community http://www.himss.org/ASP/MEPI_Home.asp
