Leadership Training Change Management Book

Leadership Training Change Management Book

NIGA CHANGE MANAGEMENT TRAINING DAY 1 AGENDA

Date: Wednesday, December 11, 2019 Time: 9:00am – 4:00pm Facilitator: Marcus Diaz

Day 1 Day 1 will introduce the various elements of organizational change and will lay the foundation for the change management training program. It will also introduce key change management elements: Understanding the Impact of Change, Leading Change and Align Your Leadership Teams.

Day 1 Topics

Introductions

The Impact of Change in Organizations

Assess the Current State of Change

Leading Change

Align Your Leadership Teams

NIGA CHANGE MANAGEMENT TRAINING DAY 2 AGENDA

Date: Thursday, December 12, 2019 Time: 9:00am – 4:00pm Facilitator: Marcus Diaz

Day 2 Day 2 will build on the foundation set in Day 1 and will introduce additional change management strategies. These strategies will introduce the concept of creating a change initiative for your organization. In addition, we will explore how these initiatives align with your organization’s strategic priorities. It will also introduce the concept of gaining buy-in and commitment with organizational change initiatives. Finally, day two will culminate with one of the most important aspects to change initiatives: how to lead change and guide the path of organizational change.

Day 2 Topics

Recap Day 1

The Impact of Change on our Teams

Gain Team Buy-In and Commitment With Change

Design a Future Path

Guide the Future Path

NIGA CHANGE MANAGEMENT TRAINING DAY 3 AGENDA

Date: Friday, December 13, 2019 Time: 9:00am – 12:00pm Facilitator: Marcus Diaz

Day 3 Day 3 will begin with a program recap of the previous change management lessons. It will also introduce the critical concept of developing emotional intelligence to align with change initiatives. Day 3 will also introduce the concept of measuring and evaluating change to ensure the overall success and impact of your change initiatives. Finally, the program will conclude with a complete review and summary of the program key elements in addition to individual action planning.

Day 3 Topics

Recap Day 2

Leading Change with Emotional Intelligence

Measure and Evaluate Change Initiatives

Action Planning: Tying It All Together

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Change Management Training

Change Management Training

Facilitated by: Marcus Diaz

Introductions

National Indian Gaming Association

National Indian Gaming Association

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4

Table introductions instructions

 Name

 Title

 Property

 What is your ROLE?

 What is one interesting fact about you?

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Change Management Training

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What you can expect from this training?

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Training Experience

Principles of Adult Learning

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Change Management Workshop Objectives

 Assess your change management skills  Determine organizational readiness  Clarify the fundamentals of change  Lead change initiatives in your organizational or team  Manage change from an operational and employee perspective  Build change capacity in your organization and team  Lead your organization with change initiatives

1-3 key takeaways from each section

…self-reflection

Change Management: Day 1

Change Management: Day 2

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• The Impact of Change in our Organizations • Assess the Current State of Change • Leading Change

• The Impact of Change

• Gain Team Commitment and Buy-In

• Accountability • Communication • Align Your Leadership Teams

• Create a Future Path

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Change Management: Day 3

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What would YOU like to gain from this training?

• Leading Change with Emotional Intelligence

• Measure and Evaluate Change Initiatives

• Action Planning: Tying It All Together

Essential Change Management Roles

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Major Organizational

Executive

Director

Change

Individual

Team/Unit

Manager

Supervisor

Systems/Process

Individual Contributor

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What is management’s role when it comes to change?

“What guides you with regard to change?”

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Rate Your Skills

• Complete the assessment

• Respond to the questions

The Impact of Change

• Pair with someone for feedback

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Case Study

What types of change do we see in our industry?

23 The McKinsey study examined many project variables and in particular, the effect of an Organizational Change Management (OCM) program on a project’s ROI. The study showed the ROI was:

24 The 11 most unsuccessful companies in the McKinsey study had poor change management, which showed up as the following:

• 143 percent when an excellent OCM program was part of the initiative;

• Lack of commitment and follow through by senior executives;

• 35 percent when there was a poor OCM program or no program.

• Defective project management skills among middle managers;

What do those these results mean? A 143 percent ROI means that for every dollar spent on the project the company is gaining 43 cents . On the other hand, a 35 percent ROI means that for every dollar spent they are losing 65 cents .

• Lack of training of and confusion among frontline employees.

ChangeManagementThat Pays,” McKinseyQuarterly ,2002

ChangeManagementThat Pays,” McKinseyQuarterly ,2002

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Is Change a Sinking Ship? . . . or a sunken treasure?

The 11 most successful companies in the study had excellent OCM programs:

• Senior and middle managers and frontline employees were all involved;

Partner with someone you have not worked with Discuss failed change initiatives you have witnessed What were reasons for the failure? What could have been done differently?

• Everyone’s responsibilities were clear;

• Reasons for the project were understood and accepted throughout the organization.

ChangeManagementThat Pays,” McKinseyQuarterly ,2002

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Change Can Be a Sunken Treasure

Time to Change How We Change!

• Fundamentals are important— but not everything • Inform employees— but listen more • Build organizational change capacity— but create change-ready employees too

Expand change capability:

• Create change-ready employees • Create change-savvy managers

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What impacts does change have on your organization?

Impacts of Change

1-3 key takeaways from this section

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MD1

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15 Minute Break

Leading Change (Introduction)

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How Skills Must Change

10 tips for leading change

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1. Define and understand your own reaction to change in order to compare it to the reactions of others. 2. Involve those people who will be affected by change in both the planning and implementation process. 3. Communicate the vision so others can understand and buy in to the change. 4. Share all possible information about change with the widest audience possible. When you think you have spread the word, start over. 5. Explain the impact of change on individuals more than on the organization. 6. Be honest about both the benefits and the challenges of change. 7. Ask for and listen to lots of advice in change situations. 8. Encourage people to talk about their feelings and what they believe they will lose as a result of the change. 9. Celebrate milestones and small wins in the process. 10. Be empathetic as situations change and how people are affected.

Change Management Models

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Slide 31

MD1 Marcus Diaz, 12/1/2019

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