* If you are looking for the Defining change management, project management and "the change" blog, click here: http://prosci-change-management.blogspot.com/2007/11/webinar-defining-cm-nov-13-2007.html
***
The Elevator speeches on change management was a new addition to the fall series. In the webinar, we focus on the 30 second conversations you will have about what change management is and why it is important. While one of the keys to effective elevator speeches is practice, the webinar looks to lay the foundation for the story you will tell.
Aileen Pincus provides a number of keys for crafting an effective elevator speech. A couple to keep in mind for the webinar include:
Know what you're trying to achieve
Know your target
It's not about you
Keep it real
Be specific
Solve a problem
You can see her whole list and read the article at:
http://www.businessweek.com/careers/content/jun2007/ca20070618_134959.htm
The audience is key. As with any communication, you must take into consideration the "receiver's perspective". Before you end up on the elevator, be sure to understand what your cares about and how you can connect change management to their concerns. Be able to answer WIIFM (what's in it for me)! What keeps them up at night? What do they think of when you say the words "change management"? Are there misconceptions you must address? How do you create a desire to engage in change management?
Do you have an elevator speech about change management to share with the community? Use the "Post Comment" link to add your own speech or reflect on the webinar.
Enjoy!
TimC
Monday, October 22, 2007
Monday, October 15, 2007
Webinar - Applying ADKAR
ADKAR is Prosci's individual change model, developed by our president and founder Jeff Hiatt over 10 years ago. Jeff's engineering background caused him to ask the question "why are we doing that" whenever he was exposed to change management activities. The results is a model that explains how an individual goes through successful change, whether at the job or in a personal setting. ADKAR stands for:
Awareness - of the need for change
Desire - to participate and support the change
Knowledge - on how to change
Ability - to implement required skills and behaviors
Reinforcement - to sustain the change
There are several things that make ADKAR so powerful. First, it is focused on the individual. Successful organizational change is actually the culmination of all impacted individuals making their own successful personal transition. Are you implementing a new sales approach? It is only as successful as each sales person is at making the change to how they do their day-to-day work. Rolling out an ERP application? It will only succeed if each individual who provides data or extracts data makes a successful change to how they work.
Second, ADKAR is results-oriented. It focuses on what we are trying to achieve, and not just on the steps we take to get there. This gives a powerful new dimension to change management practitioners. It provides context and 'targets' for activities like communication, sponsorship and training. It helps narrow down discussions and problem solving efforts.
When people go through our 3-day certification program, time and time again they cite ADKAR as having the most impact on how they do their jobs, and how they live their lives. I use the phrase "put on your ADKAR glasses" numerous times on virtually every webinar. By describing the output of successful change, ADKAR provides an extraordinary context for the many large and small changes happening everyday at organizations around the world.
Do you have reflections on ADKAR? Or, have you used ADKAR on a project and have a story to share? Post a comment for the webinar community below.
Awareness - of the need for change
Desire - to participate and support the change
Knowledge - on how to change
Ability - to implement required skills and behaviors
Reinforcement - to sustain the change
There are several things that make ADKAR so powerful. First, it is focused on the individual. Successful organizational change is actually the culmination of all impacted individuals making their own successful personal transition. Are you implementing a new sales approach? It is only as successful as each sales person is at making the change to how they do their day-to-day work. Rolling out an ERP application? It will only succeed if each individual who provides data or extracts data makes a successful change to how they work.
Second, ADKAR is results-oriented. It focuses on what we are trying to achieve, and not just on the steps we take to get there. This gives a powerful new dimension to change management practitioners. It provides context and 'targets' for activities like communication, sponsorship and training. It helps narrow down discussions and problem solving efforts.
When people go through our 3-day certification program, time and time again they cite ADKAR as having the most impact on how they do their jobs, and how they live their lives. I use the phrase "put on your ADKAR glasses" numerous times on virtually every webinar. By describing the output of successful change, ADKAR provides an extraordinary context for the many large and small changes happening everyday at organizations around the world.
Do you have reflections on ADKAR? Or, have you used ADKAR on a project and have a story to share? Post a comment for the webinar community below.
Monday, October 8, 2007
Webinar - PCT Application
Well, I didn't do a post for the PCT webinar October 3rd that Jeff Hiatt taught, although I did call in and listen to some of it while en route to the Oregon coast. I thought Jeff did an admiral job filling in and made some great points about the PCT Tool and why Prosci, a firm dedicated to change management, would move up a level and address overall project performance.
Jeff's analogy of children playing baseball was fantastic! The PCT Tool helps provide the field and the ground rules upon which change management can be "played". His example here provided great clarity around how the assessments of Leadership/Sponsorship, Project Management and Change Management support project execution.
The session on October 10th is a new and advanced look at the PCT Tool. We will look at several advanced applications, including how we can use the tool:
1. With a group
2. Over time
3. Across the organization
These additional applications of the assessment really make it a powerful addition to any project leader's or change management specialist's toolbox. Of course, we will also put on ADKAR glasses and see how 'doing the PCT assessment' is a change that we can manage effectively, or ineffectively.
Any thoughts on how you would use the assessment with your teams? What other tactics might you use to get people engaged? Who would you use the assessment with on your project (give us roles, not actual names)?
And, if you have used it with a group, please tell us how it went!
Thanks.
TimC
Jeff's analogy of children playing baseball was fantastic! The PCT Tool helps provide the field and the ground rules upon which change management can be "played". His example here provided great clarity around how the assessments of Leadership/Sponsorship, Project Management and Change Management support project execution.
The session on October 10th is a new and advanced look at the PCT Tool. We will look at several advanced applications, including how we can use the tool:
1. With a group
2. Over time
3. Across the organization
These additional applications of the assessment really make it a powerful addition to any project leader's or change management specialist's toolbox. Of course, we will also put on ADKAR glasses and see how 'doing the PCT assessment' is a change that we can manage effectively, or ineffectively.
Any thoughts on how you would use the assessment with your teams? What other tactics might you use to get people engaged? Who would you use the assessment with on your project (give us roles, not actual names)?
And, if you have used it with a group, please tell us how it went!
Thanks.
TimC
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