Frank P. Saladis PMP, PMI Fellow Past President NYC Chapter, Past Chair PMI EDSIG, Community Involvement Lead - IT &

1. Managing Organizational ChangePractical Strategies For Leading During Turbulent and Challenging TimesThe Main Objective – Maximizing Value to Your Community Frank P. Saladis PMP, PMI Fellow Past President NYC Chapter, Past Chair PMI EDSIG, Community Involvement Lead - IT & Telecom COP

2. Frank P. Saladis PMP • Background • AT&T Long Lines • AT&T BCS and Corp. ITS • Cisco Systems Professional Services • International Institute for Learning • Past President PMI® NYC Chapter • Author -10 books • Community Involvement Lead – IT & Telecom CoP • Founder International PM Day • PMI Person of the year 2006

3. A Thought About Why We Are Here Leadership meetings and other project management related functions are continually preparing us for a greater role in our communities. We are not only gaining experience and improving our leadership capabilities, we are also becoming mentors, people who have the ability to help others find ways to make a difference in their lives, in their businesses, and in their business community. Thereby, we are all making a difference

4. Project Leaders Believe In: • CommunityBringing members of the project management community together for knowledge sharing is an effective method for advancing project management expertise and to facilitate steady and positive personal growth. • EngagementListening to, and building on, diverse viewpoints enables creativity and generates new possibilities and opportunities

5. Session Objectives • Provide a foundation for developing strategies to manage organizational change effectively • Provide techniques that will improve the community leader’s ability to create value adding change • Improve the capability to create a change ready team • Apply tools and techniques that will enhance personal leadership effectiveness.

6. Quote of the Day “There is no force more powerful in modern business than productivity” UTC CEO George David (United Technologies Corporation)

7. Human Pathology – A Management Metaphor • Leaders and Managers • Diagnose problems • Determine the organization’s ills • Prescribe courses of action • First, do no harm – a fundamental precept for physicians since Hippocrates is appropriate for business leaders as well • Change an organization through an understanding of its formal and informal attributes – Its organizational DNA

8. Leadership Lessons Learned from Skilled Physicians • The effective leader understands how to avoid broad-spectrum applications when tweaking just a few elements with finesse and sensitivity can lower the pain and raise the game Strategy and Business, Leaders, Do No Harm, November 2013

9. 3 Key Strategies for a Sustainable Course of High Performance • Strategic clarity and coherence • Articulated and communicated required capabilities • Resource Alignment • Continued investment in capabilities critical for success • Supportive organization • Structure • Incentives • Decision rights • Skill sets • Culture How Ready are you for Growth? Booz & Company, Ashok Divakaran and VinayCouto

10. Eight Elements of Organizational Design • Formal • Decisions • Motivators • Information • Structure • Informal • Norms • Commitments • Mid-sets • Networks

11. You can’t simply shift people around and expect to truly change the way they work

12. Let’s Get Settled • Introductions • Network • Share • Relax a bit • Listen • Change seats

13. Indicators That Life Is About To Change • Merger, Acquisition, Divestiture • New product or service • A new leader, boss, manager • New technology • New project • New requirement • New customer • ________________

14. Organizational Change Within Your Organization or Community • Significant changes • Planned • Unplanned (surprises) • Impact of the change • Short term (immediate) • Long term • Consider brand, employee / member perception, relationships, teamwork, attitude, • Positive or negative effect (damage, opportunity) • Lessons learned

15. What Project Managers are Telling Us The Key Competencies of a Project Manager • Communications Skills-verbal, written, text • Leadership Skills • Organizing Skills-planning, time management • Interpersonal Skills • Negotiating Skills-Diplomacy and mediating • Team Building Skills • Technical Skills Emphasis on professionalism in planning and execution

16. Personal Assessment: Consider Your Current Capabilities and Your Future Opportunities: • To do all aspects of my leadership duties well, I need to improve _______ • If I were better at _______, I would excel relative to my peers • If I improved _______, I would resolve an ongoing problem • Feedback from several sources indicate I should improve _______ • In the future, my organization will need more people who are effective at _______ • To advance to the next level of leadership within my organization I should learn more about ______ • The reasons why I should continue my personal development include: ____________________

17. Thoughts About Change • People don't resist change. They resist being changed! [Peter Senge] • If you want to make enemies, try to change something. [Woodrow Wilson] • Change is the law of life and those who look only to the past or present are certain to miss the future. [John F. Kennedy]

18. The Reality Of Change A new process creates no improvement unless individuals follow the process. Likewise, a new tool or system delivers no value if individuals do not use the tool or system

19. “90 % of project problems are caused by people, not machines, tools or equipment” Dr. Harold Kerzner, Ph.d

20. Organizational Level Impact of Poorly Managed Change • Costs: • Productivity plunges (deep and sustained) • Loss of valued employees • Reduced quality of work • Risks: • Impact on customers • Impact on suppliers • Morale declines • Legacy of failed change • Stress, confusion, fatigue • Change saturation

21. Achieving The Desired Results • The essence of change management is to encourage and enable the individual transitions resulting from a project or an initiative • At the most basic level, if individuals don't adopt and embrace a change, results will not be achieved • The more effectively we can enable and encourage those individual transitions using change management, the more successful our projects and initiatives will be.

22. Developing your personal plans to improve how you manage change Change Management Assessment

23. I try to anticipate and lead change within my organization I make full use of the latest worthwhile IT developments I take any competitive, technological, and market changes very seriously I look for opportunities for radical as well as continual change I like to be different and seek productive ways of creating difference 6. I take an open minded approach toward new ideas and possibilities 7. I link change to any known needs of the customer 8. I keep my change philosophy simple and concise 9. I involve customers and suppliers in my plans for change 10. I make a full and careful business case for changes and change projects Assessing Your Change Management Skills – Score 1,2,3 or 4 for each question

24. 11. I break change projects down into manageable components 12. I consult widely in the process of deciding on strategy and action 13. I obtain people’s agreement to the actions demanded of them 14. I use and develop teams as the basic units of change management 15. I use quick-fix changes for instant results early in the change program 16. I plan well ahead for the long-term payoffs of change 17. I am careful not to create over-optimistic expectations 18. I seize the opportunity to reward, celebrate, and encourage successful change 19. I make sure everybody knows the answer to “What’s in it for me?” 20. I have effective and adaptable contingency plans available Assessing Your Change Management Skills

25. 21. I anticipate adverse reactions and plan how to deal with them 22. I use well-designed pilots and experiments to test my change plans 23. I share relevant information with colleagues and staff as soon as possible 24. I work closely with like-minded people who are eager to change 25. My own behavior is flexible and highly adaptable to changing needs 26. I encourage people to speak their minds openly and to air their concerns 27. I tackle resistance to change promptly, fairly, and vigorously 28. I use quantitative measurement to obtain the results I want 29. I review and revise the assumptions that underline the change plan 30. I ensure that thorough training keeps people up to date with change 31. I start the next change project as another draws to a close 32. I use self-appraisal to check on myself and the organization Assessing Your Change Management Skills

26. Analysis • 32-64 : You are resisting change or are unsure of its potential benefits. Overcome your fears and learn to plan for change • 65-95: You understand the need for change – Now you must develop your skills to achieve it successfully • 96-128: You are a skilled agent of change. Remember that change is a never-ending process so keep planning ahead Essential Managers, Managing Change, Robert Heller, DK Publishing Inc. New York

27. It is not necessary to change.  Survival is not mandatory.  ~W. Edwards Deming 

28. Change is inevitable - except from a vending machine. ~Robert C. Gallagher

29. Prepare yourself and your team to become change ready When you are through changing, you are through.  ~Bruce Barton

30. Predictions – What’s Coming? • Look ahead • Your career • Project management methods • The next PMBOK ® Guide – 900 pages? • New credentials – ACP? PgMP? • Technology • PMI ® - What is changing? • The global economy • Energy

31. Dealing With Change • Change is almost always disruptive • It can be traumatic • People often avoid it if they can • It is part of organizational life

32. Be Tolerant of Mistakes Zero defects is an alien concept in Managing change and transition. If people waited until changes could be performed perfectly, they would never make the change No such thing as an error free approach

33. That’s Inconvenient!

36. Change occurs through vision… And bold ideas!

39. Noticing Small Changes Early Helps You Adapt To Bigger Changes That Are To Come

40. Who Moved My Cheese?

41. Cheese Philosophy The quicker you let go of old cheese, the sooner you find new cheese. Movement in a new direction helps you find new cheese. Old beliefs do not lead you to new cheese.

42. “Imagining Myself Enjoying New Cheese Even Before I Find It Leads Me To It” -Haw

43. Lessons Learned About Change If you were assigned as a “change mentor”…… • Reflecting on your personal experiences with change (organizational change, change that affected people you know, leaving a job, starting a new business, other significant change events) what lessons would you pass on?

45. Sources of Change Wants, needs, causes New Creates new opportunity Influences Enterprise Environmental Factors

46. Top Drivers of Change • Consumer preferences • Energy costs • Tax policies • Reverse innovation • Non-traditional competitors • Extended enterprise risks • Exponential growth in information flow • Long-term growth strategy / Globalization • Succession planning – exit of baby boomers • Generation values – BB, GenX, Gen Y, Millenials • Technology Bloomberg Business Week

47. Change Can Be Destructive • Change can kill the spirit of an organization • Change often leaves job commitment lying wounded and weak • Change puts heavy demands on the organization • People tend to avoid change Managing Change and Transition, Harvard Business Essentials

48. Stages of Reaction To Change • Shock • Defensive Retreat • Acknowledgment • Acceptance and adaptation Managing Change and Transition, Harvard Business Essentials, Harvard Business School Press

49. Lessons Learned About Change • Change involves numerous phases • Skipping steps only creates an illusion of speed • Critical mistakes in any phase can be devastating, slow momentum, and negate previous gains • Even the most capable leaders often make at least one big error Harvard Business Review on Change, Leading Change, John P. Kotter

50. Lessons Learned About Change Most successful change efforts begin when: • You look very closely at your company’s competitive situation, market position, technology, and financial performance • You observe trends, declining margins, and emerging markets • You communicate this information broadly and dramatically • You motivate people to engage in aggressive cooperation Harvard Business Review On Change, Leading Change, John P. Kotter