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Welcome to Ask Dr. Change.

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I’m Dr. Linda Ackerman Anderson.

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I’m happy to have you join me today to explore how to seriously up

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level your leadership and consulting to transformational changes

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all through conscious change leadership.

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Welcome.

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Today’s episode is about raising leaders awareness of the people

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and price says requirements of leading change.

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the topic comes from Margaret, Eva, who sent in this question.

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How do I help leaders to see the people in process,

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especially process, instead of just content?

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It’s a great question, Margaret Eva And it’s an important one

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for many change consultants who are not specifically positioned

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to influence leaders in the jobs you currently hold.

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For me, leaders need to expand their understanding

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of leading change beyond just getting the solution.

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Margaret Eva’s question comes off of a model that I have shared with you.

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I’m going to share it again here.

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the three critical focus areas of leading change,

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content people and process.

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and notice the graphic is a three legged stool

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because all three legs are required for your stool

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to stand and for your change effort to be successful.

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So the first leg is the content.

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It’s the what it refers to, what the change effort

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is actually about, the organizational focus.

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It could be systems, structure, strategy, business process,

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product service, maybe change in culture, behavior and skills.

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That’s the what?

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Like, what are we trying to change here?

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The next leg of the stool is the people leg.

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This is a lot of where change management focuses.

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This is on who has to change and how do we actually deal with them.

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I like to call this the human drama of the change effort.

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It’s handling all the human

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dynamics of people’s mindsets about the change, their motivation.

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Are they willing to change?

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Do they want to change?

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Or are they committed to change their emotional reactions?

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Resistance.

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We get a lot of need to attend to that their behavior,

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their relationships, how well they’re engaged in the change.

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Are you engaging them?

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Are they engaged in making this be successful?

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It could be the politics, it could be the cultural dynamics.

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It could be the needs for development, for them to be successful in the future.

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There’s a big roster of topics around people,

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and our major motivation here is to have leaders

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design their change strategy so that it minimizes

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the negative effects on people and raises the game

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and the possibility of them contributing their best.

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Then the third leg of the stool is the process.

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This is how we’re going to make the change,

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how we’re going to get from where we are today to where we need to go.

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It’s the way in which you design the steps for planning,

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designing the solution, implementing, sustaining the results.

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It’s the A to Z roadmap of change.

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It includes how you govern. It includes

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if you have multiple projects or subprojects, how you integrate them

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to accelerate them and pace them and sequence them.

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It’s about your engagement strategy, your communications,

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and how you make course corrections throughout the change effort.

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Now, from this perspective, the process is actually primary,

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which is a part of Margaret Eve’s question.

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So process is designed to get you the best content solution

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in a way that people both wanted and are able to succeed in it.

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So the process piece is really important here because change is a process.

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It’s not an event, it’s not just give me a solution and get it in place,

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which is a lot of what traditional leadership thinks about change.

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I need to make this change, give it to a project team, appoint

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a project manager, get their solution designed and put it in place, deploy it.

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Well, that’s a very limited view

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of what’s required to lead change successfully.

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So, Margaret, Eve’s question is how do we get leaders attention

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about expanding their awareness so that they can see

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it’s more than just getting the right solution.

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It’s also about their people and the process

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which they need to have their fingers on.

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It can’t just delegate it to a team.

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So my main

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strategy I want to talk about is assessing the organization’s recent history

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so that you can surface the answers to critical questions

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in recent change efforts.

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the leaders get the results they want?

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Were the results able to be adopted and sustained?

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What process was used? Did it work?

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Was it efficient?

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What stood in the way of their success?

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What issues might have been missed?

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My prediction is the likely issues that an assessment would surface

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would likely fall into the people and process legs of the stool.

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These are costly you may get a great solution, but

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you won’t get it to produce the results it needs over time.

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So how do you go about getting an assessment underway?

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What are the critical issues that the organization

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is currently focusing on that you may want to surface?

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If we can talk about our track record with change and improve it.

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That would be a welcome pathway to doing an assessment.

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So you would be assessing, obviously

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various topics related to content people and process

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and interviewing people who have had a leadership position

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as well as the recipe agents of change and middle management.

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They have an impact on how change is run in the organization.

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How can you raise the issue of obtaining better

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results again through an assessment?

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It doesn’t have to be wide scale.

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I would suggest more face to face rather than a survey

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so that you can actually get people’s thinking.

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You get people’s language that can be put into a thematic report

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about the people and process issues that the changes

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need to embody and expand on than they have in the past.

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Another question

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I would ask you to think about is what are your leaders pain points?

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What are they Listen to?

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What gets their attention?

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I often say, What’s their currency?

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And I’m not talking about money.

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It’s like, what really do they pay attention to?

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If you don’t have those answers, who might?

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Who has access to the leaders?

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Who has their ear?

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And do you have access to them to raise the particular

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possibility of strengthening the way in which changes are led in the organization?

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So what are their pain points and do they relate just to

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we got the wrong solution or people didn’t want it

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or we didn’t get sustained benefits or it took too long or it was too costly

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and in the context of leading, change is helpful.

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But it’s also important in general strategically to understand

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what your leaders pay attention to

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and then how to get the questions to them.

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Now, another strategy to consider is expanding leaders

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awareness of what it takes to lead, especially transformational change

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through your executive and leadership development curriculum.

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Are leaders being taught about leading change?

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Beyond project management, are they exploring the possibilities

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for becoming really effective change leaders in the organization?

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Is it possible to build in change leadership, especially conscious

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change, leadership skills, strategies, competencies

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into existing curricula in executive and leadership development?

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These are important things to understand so that the development of change

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leadership has legs in various places in the organization,

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not just through you as a consultant, but other areas,

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which also I would surface performance leadership, performance management

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as another avenue to influence

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putting in change leadership capabilities.

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So in attending to people

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in process, it’s important to get the attention and engagement

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of your project managers and your change managers.

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How are they positioned?

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What do they pay attention to?

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Are they attending to process?

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Certainly change management is attending to people,

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but does their attention go beyond resistance, adoption

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and training because there are so many other people dynamics?

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Again, the human drama that need attention.

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So it’s not just leaders that we may need to expand their awareness.

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It’s also project management people and change management people.

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The three legged stool relates to all of them.

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And so how can each expand the services that they apply when they apply it

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in the process of leading change so that they can add greater value?

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Another question I have is how can human resources play a part?

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We frequently have conversations about human resources

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becoming much more strategic partners

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with the executive team around the issues they bring to the table

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that can support better performance in the organization.

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How about performance of change?

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Performance of achieving sustained results, and then certainly

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the development of capabilities at all levels in the organization

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from your employee base, your frontline supervisors,

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middle management, upper management and senior management.

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h.R. Can have a very strong play in how they can support the organization

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to do better with change to raise its track record.

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And so how can H.R. Be helpful?

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And do they have the ear of the senior executives

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when major changes are being launched,

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it’s important to

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think about the changes that may be underway now or on the horizon

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so that now would be the time to attempt to improve them, strengthen

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the approach, expand the process and the strategy.

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And so it may be very timely if major changes are happening

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or being planned in the organization to raise the call for

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how do we get better results faster and less costly.

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Right. And the change leaders roadmap can’t just change leadership.

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And the three legged stool are all avenues

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to support that outcome.

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We want you to think about the big picture

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that surrounding the changes being made.

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How else can you influence them?

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Are there environmental forces that are not being attended to that?

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Again, I’m thinking about the kinds of questions

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that you can raise that will get leaders attention.

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Are there dynamics that are costly in the organization

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that the leaders are not paying attention to?

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What questions do you have that you think the executives

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will want to answer about the content, the solution,

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about the people, dynamics, about the climate,

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the culture, the relationships,

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the modeling being done?

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And how about the process?

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When does the project team get involved?

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Is it possible to set up changes earlier in the process

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so that the leaders play more of an influential role

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in setting it up for success, which is a process focus?

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So think in terms of the results

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better results, more sustainable, faster adoption,

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less expensive, less work to be done, greater capacity.

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All of these are benefits that may be what the leaders will pay most attention to.

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So how do we get leaders attention that Margaret Eaves question?

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How do we get leaders attention?

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Again, Direct Avenue, if you can go directly or through

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alternative route of someone else who has their attention,

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I will share with you in the very first major change effort

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that I ever supported was with some petroleum products company,

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and this is decades ago now in the late seventies.

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But I had heard the CEO wanted to make a major change

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in the structure of the organization, the content.

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Pay no attention to people or process.

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I went to my boss who was the executive in charge

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of administration and human resources, and I said, take me to the president.

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I have critical questions with what I hear he wants to do, and I’m concerned

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that what he’s going to do in his approach will not be successful.

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My boss was a little taken aback at my hurts, but I will say about asking for that.

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But he went ahead, obviously with me and set up

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time with the CEO and

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what was to be a 30 minute conversation about what he wanted to do.

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I ask questions about people.

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I ask questions about process because all he was attending to was content.

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My questions were, How do you think your executives

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will feel about making this major change in the structure?

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They’re not all going to like it.

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And he said, Oh, they’re all good soldiers.

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They’ll do what I want.

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And I said, I want to caution you, they may be good soldiers, but

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they also have a lot at stake politically in what you’re attempting to do.

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And how about the process?

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He said, I’ll just tell them what I want to do.

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I said, Who’s going to figure out the best solution, the best structure?

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How can you engage critical people in the organization whose jobs are going

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to be directly impacted by this to come up with the best structure?

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Well, that 30 minute conversation turned into 2 hours

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and we were off and running with a massive transformation in the organization.

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And I was put on special assignment to deal with the people and process issues

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that were inevitable in the kind of change that he wanted to make

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his focus again was content and mine was people on process

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in that particular situation, because I was not familiar

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with the content of the organization structure in the various products.

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I was double teamed with another executive,

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not senior executive, but upper middle management,

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who was very savvy and a couple of years from retirement.

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So he’d spent his entire life

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understanding the content in the organization

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and we were partnered to lead this two year massive transformation,

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and they gave me

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the license, permission to ask the people and process questions,

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because my framing of those questions, this is a critical competency for us.

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My framing of those questions was all in the context of weak links,

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I will say the possibilities of failure, and I made them realistic to people’s

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positions and names so that the CEO could actually feel,

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Wow, if I don’t get engagement of my senior

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team, I’m going to have major problems here.

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If I don’t get engagement of the the upper middle managers whose lives

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are going to be radically different, we’re going to have major problems here.

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And so the asking of the questions was really critical

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to get the attention of the CEO, of the president.

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Now, I went through the the second strategy of,

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well, my boss, the VP of admin in h.r.

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Had direct contact with the president and his respect.

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And so that is how i ended up getting there.

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So you would need to figure out, do you have direct access

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or is there someone else who could lead you there?

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I will share one other story with you from also from my time at Sun.

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And it was during this process, this major transformation.

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One of the executives was having challenges

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with his team and he called me and he said, Is there a way

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that you can support me with my team?

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And I said, Well, I have a team assessment,

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and if you’re open to the feedback, then I’m happy to do that

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assessment, give you and the team feedback and see what we can do.

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Well, that work was a very positive piece of work.

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It was challenging for this executive who definitely needed feedback,

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but I share that with you not because of doing that kind of assessment, but

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because of the relationship that it built

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between me and this executive.

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He trusted me.

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He knew I would respect the data, give the feedback in a way

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that he could hear it, and that I would support his team to be more effective.

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And therefore his whole department, which was major

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to to be more effective in the organization.

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So we built a strong relationship through a different door, not a direct,

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you know, relationship to start with, but because of that team assessment.

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From that day on, I could knock on his door

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at 5:00 in the afternoon and his door was closed.

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So I had to knock on it and he would invite me in

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and look at me and say, okay, what did I do now?

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And he was open to the coaching about people

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and process issues because he trusted me.

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So again, another strategy is what other services

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might you apply that will build the kinds of relationships

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that will allow you to knock on the door at 5:00

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and be able to provide guidance on the people and process issues

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that are showing up in that leader’s change efforts or team or whatever.

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Because of that, he and the other executives

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became much more savvy about the implications

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of the people and process issues, dynamics and requirements

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in terms of being successful in change.

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So that’s what I wanted to share with you.

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And again, thank you, Margaret, ever for the question.

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It’s really an important one for us as we strive to have greater influence

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and then set up our change efforts for success from the beginning.

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Now, in this episode, I have a pro tip for you,

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and it is this How can you stay strategic?

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How does what you are doing fit and serve the big picture

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of what the organization is attempting to do?

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So often we get ourselves mired up in a tool,

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an assessment, a specific action or a detail, a tactic.

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And we’re working at lower levels, administrative levels of change.

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And so my encouragement to you is to think big picture,

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what are the dynamics happening around you,

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What’s required, what might be missed that isn’t being seen?

20:51:16 – 20:53:17
What questions need to be asked?

20:55:03 – 21:08
This is an important way that you can be seen differently, have more value,

21:13 – 21:04:11
be able to contribute and a larger, more strategic level,

21:04:15 – 21:07:10
and therefore be seen and positioned

21:07:10 – 21:11:14
as a more strategic player when change efforts are being launched.

21:12:04 – 21:16:20
So being strategic, I would encourage you to think about what does that mean?

21:17:01 – 21:18:10
How can I do it?

21:18:10 – 21:21:11
Who else can influence my development

21:21:11 – 21:24:23
as a strategic thinker in this organization?

21:25:12 – 21:28:04
What questions aren’t being asked?

21:28:04 – 21:31:02
What’s being missed that if we could shed light on it,

21:31:02 – 21:34:03
would have a significant leveraged impact?

21:35:03 – 21:38:03
So answer those questions for yourself.

21:38:05 – 21:42:20
My personal reflection for you is about how you may be showing up

21:43:08 – 21:47:13
in the face of chaos, in the face of unknown,

21:47:23 – 21:51:21
in the face of maybe having taken the wrong path or project

21:51:21 – 21:56:21
needing to be course corrected or realigned or even shut down.

21:57:12 – 21:59:10
What does that do for you?

21:59:10 – 22:01:18
What does that do inside of you?

22:01:18 – 22:04:17
What are the messages you’re telling yourself?

22:04:17 – 22:07:06
What are those internal voices saying?

22:07:06 – 22:10:12
And how is that demonstrated in your behavior,

22:10:12 – 22:13:21
in your reactions out in the world when you’re at work?

22:14:14 – 22:17:14
How are you showing up now?

22:18:03 – 22:22:06
The reflection there is what’s underlying, how you’re showing up.

22:22:18 – 22:24:05
Is it fear?

22:24:05 – 22:25:19
Is it concern?

22:25:19 – 22:28:12
Is it can being out of control?

22:28:12 – 22:29:18
Is it competent?

22:29:18 – 22:31:13
Is it not looking good?

22:31:13 – 22:33:17
What are the underlying dynamics?

22:33:17 – 22:37:10
What needs do you have that you want to make sure

22:37:10 – 22:40:10
influence the way in which you’re being seen?

22:40:23 – 22:45:22
And so being able to be conscious of how you’re showing up your own mind

22:45:22 – 22:50:17
set, your own behaviors, the way you’re handling your relationships,

22:51:03 – 22:54:11
the way you’re handling your emotions or others emotions.

22:54:19 – 22:57:19
All of that is a part of way of being.

22:58:06 – 23:04
And so how are you showing up?

23:04 – 23:01:21
What is your way of being?

23:01:21 – 23:04:21
Especially when things are not going well.

23:04:23 – 23:09:00
Really important to get on top of that and be able to neutralize

23:09:07 – 23:12:01
the negative emotional triggers

23:12:01 – 23:15:17
that you may be having so you can stay objective

23:15:22 – 23:19:17
and get back on the positive path as quickly as possible.

23:20:05 – 23:25:06
Well, I hope you found some value in this today content people process.

23:25:15 – 23:28:15
All three need attention, probably

23:28:19 – 23:32:21
whether or not directly from you, but from others in the organization.

23:33:03 – 23:37:00
How can you ensure that the leaders understand

23:37:06 – 23:40:09
all three are requirements for their success?

23:40:18 – 23:42:14
Thanks for participating today.

23:43:13 – 23:46:09
Many of the topics featured in this podcast

23:46:09 – 23:50:09
come directly from the Change Leaders Roadmap methodology.

23:50:15 – 23:53:15
Our world class project guidance system

23:53:18 – 23:57:22
for achieving sustained benefits from any type of initiative

23:58:03 – 24:01:17
you may be leading people who have listened to the podcast.

24:01:22 – 24:06:10
Read the Change Leader’s Roadmap book or attended any of our trainings

24:06:15 – 24:10:04
have told us that they’re interested in becoming certified

24:10:09 – 24:14:06
to use the wealth of information in the Change Leader’s roadmap.

24:14:06 – 24:16:11
Online methodology.

24:16:11 – 24:18:23
The roadmap itself is nine phases

24:18:23 – 24:22:08
19 activities 75 tasks,

24:22:13 – 24:26:09
and every task has articles, guidance

24:26:15 – 24:31:11
tools, application worksheets and a wealth of information

24:31:11 – 24:36:14
to support the success of your projects at that point in the process.

24:36:21 – 24:40:22
For those of you interested in certification, we’re happy to announce

24:40:22 – 24:45:08
we’re going to be offering a changed Leaders Roadmap certification program.

24:46:01 – 24:50:06
Prerequisite to that program is leading transformational change

24:50:06 – 24:54:00
our online runway into conscious change leadership.

24:54:16 – 24:58:17
For those of you interested in learning more about the certification program,

24:59:01 – 25:04:08
please go to beingfirst.com/classroom.

25:04:15 – 25:06:00
I hope you’ll look into it

25:09:07 – 25:11:23
Thanks for spending some time with me today.

25:11:23 – 25:14:23
I hope you gain some valuable insights for your work.

25:15:05 – 25:20:23
Please send me your questions and challenges by going to askdrchange.com.