Implementing Change - Phil Rosebrook Jr.

Implementing Change
Tips for Implementing Transformative
Change in Your Business
Phillip Rosebrook JR, CR
The world is changing
The new normal – more with less
The business world shifted
Certainty is a delusion
Competition is different
Our clients are different
“The other day I got out my can-opener and was
opening a can of worms when I thought, ‘What am I
- Jack Handey, Deepest Thoughts from “Saturday Night Live”
Common Thoughts about
• Unknown
• Fear
• Frustration
New paradigm
New markets
Upward mobility
• “You belong to a small, select group of confused
people.” -Message in a fortune cookie
• “If you define cowardice as running away at the first
sign of danger, screaming and tripping and
begging for mercy, then yes, Mister Brave Man, I
guess I am a coward.”
-Jack Handey, Deep Thoughts from “Saturday Night Live”
Prioritization and strategy
Understand the Change process
First things first
Creating a system
Managing the process
Change Process
• Step forward into growth or back into safety
o Abraham Maslow
Are you a victim or are you you driving it?
Managing change is important
Dream big start small
Vague plans create vague results
Just good enough is not
Ask Yourself
What is Truly Important?
• Telling time or watchmaking
• Focus on the customer
• If you cannot measure it you can not manage it – if
you measure it then manage it.
• Chose wisely
Long Term Thinking
Behind the Scenes
Just wait it out – will return to
“Our company changes like the tides”
Changing underlying assumptions
Lack of clarity
Subversion – “I like things the way they are”
Lack of conviction
The Change Process
Virginia Satir - Satir change model
Critical Steps
Move strategic thinking to strategic doing
Ability to quickly detect changes
Ready, fire, aim with an adaptable plan
Communication is essential
Consider it done and culture of accountability
The Leader’s Role
• Pick other leaders
• Set strategic direction
• Conduct operations
Rules for the Leader
“It is a question of whether we’re going to go forward
into the future or past to the back.”
Vice President Dan Quayle
• Operate with highest integrity
• Customer comes first
• Got to understand and manage 3 processes
o People
o Strategy
o Operations
Clarity and Simplicity
• Pick top 5 items to work on not top 20
• Understand that you are fighting nature
• Clarify benefits to all – or simply the need – don’t
change for the sake of change
• Need to win the hearts and minds of your team?
• Involve stakeholders in planning process
Switch Process
Find “bright spots”
Script the process
Unwavering top down commitment
Shrink the change
Grow your people
Build habits
Rally your team
• Think about challenges in your company
• Follow through with this process
• Create and enable leaders in your company
Bright Spots
• Human nature is to fix
problems by studying
• Recognize outliers and
• What happens here?
• How can we do more of
• Report card – 1 A, 3 B’s and
Script Critical Moves
• More choices create analysis paralysis
• Ambiguity is the enemy
• Complex problems don’t need complex solutions –
simple gets done
o Moments of Truth
Point to the Destination
Black and white goals may be necessary
Emphasize emotions
Create destination postcards from the future
Achieve long term goals through short term victories
Clear, simple, achievable but out of reach,
Find the Feeling
• Link paycheck to purpose
Shrink the Change
Debt snowball
Monthly components of annual goals
Engineer early success
Start acting in a way that fulfills goals
o Meaningful
o Within reach
Grow Your People
The Leader with no title
Listen to your staff – Valuable members of your
• High standards
• Expect learning moments
Tweak the Environment
• Change company culture
o Professionalism
o Results
o Exceptional performance
Respect closed doors
Reduce hallway meetings
Mornings are “golden”
Put production on a pedestal
Change email habits
Build Habits
Eat that frog
Start and finish on time
Daily and weekly routines
Start the day positively with
challenges for the day
• Implement checklists and
standardize procedures
Rally the Herd
Strong orientation
Victory meetings
Mentorship programs
Best practices reports
Continuous Change
The need for change does not reside
Positive reinforcement
Routine strategic planning
Industry networking
Raise the bar
• Review strategic plan
o Any changes to fundamental assumptions
• Review key activities
o What is working well
o What should we do more of
o What can be learned from failure
• Celebrate achievement
“If you are losing a tug of war with a tiger, give him the
rope before he gets to your arm. You can always
buy more rope.”
- Max Gunther
Changing Culture
What get’s celebrated
Strong orientation program
Reward, reinforce, penalize
Who, What, How
Mentoring program
Board of directors
High standards and expectations
Have Fun!
”Looks like the upper hand is on the other foot.”
Leslie Nielson, in “Hotshots! Part Deaux”
• Enjoy success
• Work should be more fun than fun
o Business ceases to be work when you are chasing a dream that engorges you
• Lighten up and stop taking yourself too seriously
• Be a good finder and cheerleader!
“Somebody has to do
something, and it’s just
incredibly pathetic that it
has to be us.”
Jerry Garcia – Grateful Dead
Thank you!
[email protected]

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