Mark Hordes Change Management Interview on Successful Implementations
Updated: Nov 16, 2019
1. Tell me about an organizational change that you led and your role in that change.
On several Energy Change Management projects, (ITSM/ITIL, Global Workforce Development, Reservoir Management Change Transformation and Participative Management Training on a Platform in California) and as a Change Leader and Individual Contributor, I have utilized sound/best practices change management methodologies, tools, templates and training materials that supported the business case for change.
These approaches have always included: assessing the change and organization from readiness through impacts, assessing and training sponsors, conducting a risk analysis, forming teams and developing communications, sponsorship plans as well as coaching processes.
And as part of all these CM efforts I have utilized a Change Management Tracking Score-Card, Employee Engagement Model and an approach to managing resistance. Foremost in my change management leadership efforts has been the assurance that all those that were impacted by the change, had a strong sense of awareness and understanding as why the change was occurring, understanding what was not going to change, and had the knowledge and skills and ability to help support and carry out the change.
2. How did you get buy-in for the change?
In most client projects,I had utilized a tried and true approach to foster desire on the part of those impacted by the change in order to get buy-in. The approach I have used included various tactics and interventions: Understanding what motivated individuals who are undergoing the change and their personal situation.
Developing strong sponsors who communicate the reasons for the change and support of it. Training middle managers to be change leaders. Assessing the risks and where resistance would emerge. Using various approaches to engage employees/small meeting/lunch& learns and one on one meetings.
In addition, I conducted many all hands meetings, communicating and sharing what the vision was for the change, a clear roadmap that outlined how the vision would be achieved, the alignment necessary to be connected to the vision.
Specific goals and objectives that defined success and asking directly for everyone’s personal commitment for the change. Lastly, both focus groups from a cross-section of the organization were conducted bi-monthly as well as short spot survey’s and random phone calls to assess issues and concerns.
This was coupled with a multifaceted communications plan that included: posters, videos, email blasts, web blasts, and other communications artifacts, such as stickers, bulleting success boards, electronic bulletin boards,FAQ’s, a change hotline and personal sponsor road shows, PP presentations on the Change and visit to employee locations.
3. What change process do you use to lead people though change?
In general, every change engagement I have been involved in has always included these components:
-A Change Management Strategy and Plan, a Readiness and an Impact Analysis/Assessment, a Stakeholder Analysis and Management Plan, a Communications Management Assessment of Key Messages, Vehicles, Channels Plan, a Measurement and Tracking Plan and Process for Business Outcomes, a Training Strategy and Delivery Plan/Process a, Risk Analysis and Resistance Management Plan, a Sponsorship Plan, Employee Engagement and Involvement Plan, and a Sustainability Plan and approach with Coaching.
With these approaches it has been important to successfully engage middle managers and the HR department to ensure all of the CM efforts and accountabilities can be integrated into the Performance Management Plan, Evaluations and Reward and Recognitions systems.
I am strong believer in the ProSci/ADKAR Change MODEL and approach with all of its actions from Awareness through Reinforcing the Change. However, in several of my change engagements clients have asked to incorporate change processes from Kotter as well since the stakeholders were extremely technical, like engineers and the desire was to be quite tactical and less strategic.
This has been the case for several plants I have worked with across the U.S. Having said that, there was always an over arching change umbrella that was driven by a ProSci/ADKAR approach to change management