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Change Management Methodology Roundup

One Comment  | 170 views  | Jesse Jacoby

Clients and change practitioners often ask us, “what’s the best change management methodology?” Unlike ten years ago, today there is a plethora of change methodologies and models from which to choose.
While the processes, activities, and tools vary by methodology, many of them share the same principles and practices.
It is more important to execute thoroughly and consistently with whatever change methodology …

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How a Higher Purpose Motivates

One Comment  | 582 views  | Jesse Jacoby

MotivateIn 1959, Frederick Herzberg published his now famous two-factor theory of motivation. It articulated two categories of activities that occurred in organizations, and which defined what compelled people to be productive.

To this day, it continues to surprise organizations, managers, and scholars.

The factors were named hygienic and non-hygienic.

Hygienic factors were those things that employees expected to get as a matter of course: Fair pay, a pleasant relationship with their supervisors, and safe working conditions, as well as others.

Non-hygienic factors included things such as achievement on the job, opportunities to achieve more, promotion, and recognition for exemplary work.

Non-hygienic factors, it turned out, were the things that motivated people to do more and better work.

Hygienic factors did nothing. They didn’t motivate, and they didn’t demotivate. Pay and so called “incentives” fell into this category, and still do.

They only had influence when they were not given to employees. In other words, when they were taken away, then they demotivated staff.

And that meant that hygienic and non-hygienic factors were not opposites. They operated on separate planes.

The relevance of these factors, just like many other managerial principles, resurface from time to time, making them appear to be something new when in fact they are not.

In the 1990s, it was referred to as making a difference. And the idea was that people were working for more than a way to pay their bills, have a nice vacation, and put their kids through college.

It came, in part, from the desire to break out of the traditional attitudes towards work that their parents had and to do something important in the organizations that employed them.

More recently, it was shown up as achieving a higher purpose. And that really sounds like the “opportunities for achievement” that Herzberg identified as a motivator more than 50 years ago.

This time, however, that purpose takes them beyond their own personal circumstances. Instead of simply being able to change their organizations, they now have a burning desire to change the lives of others. And that means that everything they do to develop themselves personally and professionally is brought into line so that they can accomplish it.

Organizations that support this wider ambition of employees will reap huge benefits, while those that don’t will find that their people are antagonistic and uncooperative, or they simply move on to greener pastures.

A higher purpose gives employees a reason to come to work. It generates enthusiasm for what they do, and a commitment to making it happen that is entrepreneurial. Instead of just a “can do” attitude, which was popular during their parents’ day, it’s become “do whatever it takes” mindset.

Employees with a higher purpose are less concerned about whether it’s time to go home, and more concerned about how much more they can accomplish in order to get closer to achieving their big goal.

There are two things that organizations can do to help their employees fulfill their higher purpose.

The first is to provide opportunities for them to develop their skills so that they can work more effectively. This exactly matches another of Herzberg’s non-hygienic factors – opportunities to achieve more.

The second thing they can do is to encourage them to connect with other people in their organizations.

The traditional chain of command, which exists today not only in fact, but also in principle, always inhibited the free exchange of ideas and the development of relationships. Communication was vertical.

Even flatter organizational structures didn’t solve the problem because the hierarchical mindset was still in place. The only difference was that the chain was shorter.

In order to facilitate the kind of connections that employees want to make today, they have to be encouraged to interact with anyone they want to. By doing so, they’ll form communities of like-minded people to collaborate towards purposes that they share.

And when that happens, organizations will be healthier. Their employees will be happy, and their increased productivity will propel the companies where they work into prosperity.

Five Things Smart Leaders Should Do to Ensure Success

2 Comments  | 7,545 views  | Jesse Jacoby

As a business leader you want to start each new year off on a positive note. And, you most definitely want to keep that momentum going throughout the year. But, what do you do after those first couple of weeks when the enthusiasm has worn off and everyone seems to be back in their daily routine? You may just want …

The Senior Leader’s Role in Driving Transformation

One Comment  | 2,618 views  | Jesse Jacoby
The Senior Leader’s Role in Driving Transformation

The latest issue of McKinsey Quarterly contains a case study titled Developing Better Change Leaders. Using the backdrop of a multi-national operations improvement initiative, it addresses leadership development and organizational change and underscores the factors that make it possible to drive and sustain profound transformation. The case study highlights a number of important change leadership practices. Below, we touch on a few …

How New (and Experienced) Managers Can Support the Change Process

No Comment  | 1,549 views  | Jesse Jacoby

Piggy-backing on a blog post by Morag Barrett on the Colorado Women’s Chamber of Commerce site titled How to Avoid Mistakes New (and Experienced) Managers Make, we address the new manager’s role in supporting change within the organization. To clarify, by “new managers” we are referring to individual contributors who have recently been promoted and given the responsibility of managing …

Change Management & Communications ROI Study Highlights

No Comment  | 2,332 views  | Jesse Jacoby

Towers Watson recently published their 2011/2012 Change and Communication ROI Study Report. Unlike their four previous reports, which focused solely on communications ROI, in this study they expanded their inquiry to include change management. This study encompassed 604 organizations, six global regions, and more than eight industries, and provided new insight into the role that effective change and communication processes …

Using Appreciative Visioning to Enable Transformative Change

No Comment  | 3,832 views  | Jesse Jacoby

The technique of appreciative inquiry (AI) can play an important role in the overall change management strategy. AI challenges the status quo by working from a strength-based foundation. If you accept the following principles, AI may be a technique for change of interest to you:

What you focus your energy on increases
Every individual, team and organization has positive qualities to be discovered
People …

Building an Internal Change Management Capability

No Comment  | 6,102 views  | Jesse Jacoby
Building an Internal Change Management Capability

Two-thirds of all large-scale change initiatives fail to achieve their expected business benefits. This failure rate represents billions of dollars in lost productivity, wasted resources, opportunity costs and rework—not to mention the cost of lost jobs and workforce disengagement. Companies that learn to manage change effectively and consistently deliver expected returns from their large-scale change programs can gain competitive advantage.
At …

Influencing Mindset and Behavior Change

One Comment  | 19,159 views  | Jesse Jacoby

Changing people’s behaviors can be done in one of two ways, generally speaking. You can force behavior change through management decree or you can change the mindsets of people so that their thinking results in new desired behaviors. We have seen both approaches used by leaders at different organizations. Not surprisingly, altering mindsets is more effective at sustaining change over …

How to Develop a Powerful Case for Change

No Comment  | 6,867 views  | Jesse Jacoby

In previous blog posts, I addressed the importance of creating a sense of urgency for your organizational change initiative (e.g., Use Heart and Mind Appeal to Create a Sense of Urgency). Establishing a proper sense of urgency for change is often a skipped step or it is assumed that the sense of urgency is already shared broadly among stakeholders in …

The Multi-Million Dollar Cost of Under-Performing Leaders

One Comment  | 7,518 views  | Jesse Jacoby
The Multi-Million Dollar Cost of Under-Performing Leaders

Leadership development initiatives are often dismissed as being too disruptive, too expensive, or too time consuming – simply not a priority. I’ll share a vignette and new research that may convince you otherwise.
Recently, I was working with a multi-billion dollar manufacturing company. Our shared objective was to build internal change capability in response to a shifting marketplace and their need …

Use Social Network Analysis to Support Your Organizational Change Program

4 Comments  | 9,181 views  | Jesse Jacoby

In our last article, we talked about the importance of the informal elements of the organization. Many valuable social networks exist within the informal part of the organization. Social Network Analysis (SNA) is a diagnostic methodology for uncovering and analyzing these networks and relationship patterns. When applied to business, SNA can be a powerful tool for enabling strategic organizational change …

Harnessing Office Politics to Help Drive Change

4 Comments  | 3,872 views  | Jesse Jacoby

The term office politics is often cast in a negative light. However, it can be a powerful force for positive change within the workplace when wielded by a skilled leader. The term refers to the strategies people use to garner favor within the workplace. While it may not be spoken aloud, every organization has an invisible and pervasive political realm. Leaders who can …

Use an Elevator Pitch to Help Gain Buy-In

No Comment  | 3,429 views  | Jesse Jacoby

Never underestimate the importance of buy-in to the success of your strategic initiative or business transformation. Buy-in is so critical for creating a sense of urgency and gaining stakeholder alignment that John Kotter wrote a book about it: Buy-In: Saving Your Good Ideas From Getting Shot Down(2010, Harvard Business Press).
All business initiatives begin as ideas. Typically, the idea for a …

Embracing Mobile Computing to Help Drive Change

No Comment  | 2,592 views  | Jesse Jacoby

“Can we make that information available on an iPad?”
It is one of the most common requests we hear from executives in the systems transformation space – no doubt a confluence of technology and regulations. Call it the “cool factor” or simply a clever way for executives to avoid getting their fingers dirty in corporate regulations; executives have become mobile-friendly at …

Challenges to Merging Organizations

No Comment  | 8,097 views  | Jesse Jacoby

Merging two established organizations is not merely the combination of two operations under one management authority. Successful integration combines, replaces, and transforms diverse processes, systems and organizational structures. Done well, the resulting entity will be distinctly different and ideally much better than the original operations – this is the “synergy” that is goal of most mergers.
During the due diligence phase …

The Role of Structured Change in Good Business Strategy

No Comment  | 4,324 views  | Jesse Jacoby

In his new book Good Strategy / Bad Strategy: The Difference and Why It Matters (July 2011), Richard Rumelt highlights the hallmarks of bad business strategy and recommends a framework for developing good strategy. We piggyback on his concepts to highlight the role that structured change plays in implementing good strategies.
Bad Strategy
According to Rumelt, the key hallmarks of bad strategy …

Creating a Powerful Future Vision for Your Business Transformation

One Comment  | 3,927 views  | Jesse Jacoby

Any business transformation is destined to fail without a powerful vision of the future. A well-crafted vision is central to aligning the workforce to a company’s strategic program and motivating people to make change happen.
To be effective, the future vision must take into account the current realities of the enterprise, but also set forth goals that are truly ambitious.  Great leaders …

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