CHANGE ACCELERATION

Strong, adaptive organizations foster innovation, productivity, and loyalty among employees and customers. Ferrazzi Greenlight’s Change Acceleration System has been celebrated by Fortune 500 Leaders as “today’s progressive choice—the McKinsey of culture change.”  

Explore below how our eight-step change process yields gains in product/service quality, customer loyalty, revenue growth and profit, and, ultimately, shareholder value.

Purpose

The critical first step in making change take hold—and stick—is getting the business purpose and your employees’ personal purposes aligned and anchoring these with a promise to create value for your customer.

Most employees began their careers feeling enthusiastic about the possibilities that were within their reach. Whether that was doing work that was challenging and stimulating, working with a tight-knit team or the gratification of a well-paid job with a well-known company, most employees were “all in” at the beginning. Some of them probably still have that passion and inspire their own teams. But for others, the promise may have fizzled and cynicism may have set in. Over time, your employees’ personal purposes may have drifted far from the company’s business purpose.

One of the most important tools for engaging employees in transformational change is integrating the needs of your customers. By anchoring your change message in something that brings value to customers, you will ignite their sense of purpose and ensure commitment to the process. Using a combination of tools we have developed, we work with you to tap into how your employees feel, drawing on their emotional porosity by showing them the humble, human, fallible side of yourself.

Purpose Considerations

  • What is the business purpose for the change?
  • What are the personal promises that will engage individuals?
  • How have you anchored these in creating value for your customers?

Behavior

In order to be effective, Behavior Mapping can’t be done from the top down, with leadership creating a list of ways in which they think particular employees need to change. Change is not something you do to employees; it’s something you do with them.

To work, it needs to be a collaborative process. And change is hard. Behavior Mapping won’t work if it’s an isolated exercise your employees jot down once and have permission to forget about, or revisit once per year.

As a business leader you need to make a conscious commitment to follow through on the process. Don’t let your team fail.

Ferrazzi Greenlight’s coaches will confidentially interview the key influencers within various constituencies to uncover what needs to change, as well as the blockers and enablers to those changes. Our goal is to identify behaviors that must change before asking individuals to commit to actions that will make those changes a reality.

Behavior Considerations

  • What are the key constituent groups on which we want to focus?
  • For each group, what are the key behaviors we want to change?
  • For each behavior, what are the blockers hindering the “new way”?
  • What are the enablers to make the desired “new way” a reality?

Challenge

The challenge is a way to ignite action—a rallying kick-start at the beginning of the change process to get everyone working toward a clear, specific goal.

After the initial assessment of “Old Way, New Way” behaviors, it’s time for leaders to issue a challenge. In an offsite session, leaders open up to participants through humility and candor. They introduce the facts of the situation (financial results, market share data, etc.) to bring home the need for change—not to beat up participants or lay blame, rather to assume responsibility as leaders and issue a call to action.

The challenge can take many forms, but should contain an element of choice, allowing people to participate in designing the solution. It should be specific, realistic, achievable, and have a short-term measurable goal (90 to 120 days is preferred).

Participants are given an opportunity to discuss what they are planning to do with others, picking up valuable feedback and suggestions in the process. At the end of this process, they “pledge” their commitment to a series of missions that they will achieve to meet the challenge.

Finally, individuals and teams are provided accountability coaching on their commitments—improving their chances to experience success with the new behaviors.

Challenge Considerations

  • What pain is the organization experiencing that will rally the troops?
  • What will make the team advance a behavior to a concise "how-to“?
  • What will insure a result that is measurable and emotionally rewarding?

Collaborative Coaching

Traditional company training programs typically lack the resources to keep up with the complexity of employees' learning needs, focusing more narrowly on teaching them to reach a certain standard of performance needed to perform their jobs. Time pressures and flatter organizations have made today's front-line managers "player coaches,” who are barely able to complete what they're directly measured on, let alone coach others to go beyond the fundamentals.

In addition, learning sciences research tells us that managers learn 80 percent of what they need to know to be successful on the job informally. A company with a dynamic learning culture, in which people are learning all the time, can deliver on its strategies more efficiently and effectively.

At Ferrazzi Greenlight, the goal of collaborative coaching is to exceed the standards for training programs by helping people identify and address levers, blockers, and enablers to help them realize higher performance levels.

Our coaches are trusted advisors who work one-on-one to encourage people to be accountable for continuous achievement of business results. Our approach treats people as full-scale partners and contributors. Since everything a company achieves is accomplished by people, our coaching is focused on the relationship skills that accelerate business success.

Coaching Considerations

  • What anecdotal behavior change do you expect in the short term?
  • How will you determine the relational impact on the organization?
  • What business results do you expect in the long term?

Measurement

Measurement of progress and results is critical to sustaining commitment to the organizational change process. Using our Behavior Transformation System, Keith Ferrazzi and Ferrazzi Greenlight work in concert with clients to determine the best ways to track ongoing execution against the challenge.

Measurement methods range from progress against a specific organizational challenge (often measured in increased sales or profits), qualitative diagnostic tools custom built for a specific client, employee engagement surveys, to full organizational network analysis.

The adoption of new-way behaviors often happens unevenly across an organization, ranging from “role models” to “resisters” and everything in between. In fact, the greatest opportunity for behavior shift is the “Missourian” in the middle, who has a “show-me” attitude that can be influenced through witnessing the celebration of the early successes of colleagues. 

Measurement Considerations

  • What anecdotal behavior change do you expect in the short term?
  • How will you determine the relational impact on the organization?
  • What business results do you expect in the long term?

Celebration

Often overlooked, celebration is a critical component of Ferrazzi Greenlight’s Behavior Transformation System. Measuring success provides an opportunity to capture and communicate “how-to” success stories. Role models for change provide powerful examples for others to emulate, as well as giving them personal perspectives on how the methodology can be applied to achieve the desired results.

Celebratory stories can take many forms, including emails from senior leaders, internal news channels, forum postings, tweets, videos, town hall meetings—any and all of the above. They can be cascaded by managers or shared peer-to-peer.

However, to be effective, stories must meet two criteria:

  • They must reflect real results, not attempts; they need to illustrate the “how” of the change
  • They must illustrate the method used so others can learn from the process


The celebration phase sheds light on the “early wins” so critical to sustaining a focus on the challenge, driving toward anticipated results.

Celebration Considerations

  • How does your organization currently shed a spotlight on success?
  • How will you communicate the “success stories” created by the new way?

Community

The final goal of our Behavior Transformation System is to institutionalize the behavior changes that have taken place. This process leads to "new way" behaviors becoming deeply rooted in the culture and supplanting the old way as the dominant way of behaving.

The process begins by identifying early movers who want to join the community. These early movers come from two groups: genuine role models who “get it” and are ready to adopt the new behaviors, and “eager beavers” who are enthusiastic but don’t necessarily have the skills necessary to translate good intentions into actual change. The identification of these change leaders empowers them to act as "evangelists" and encourage others to join the community.

Over time, celebration is the most effective tool to spotlight and unite a growing community of role models. As the behavior change effort builds momentum, role models must be brought together regularly in ways that accelerate intimacy and mutual reliance, so that they can develop the same kinds of bonds that hold people together in established communities.

Community Considerations

  • Do other types of communities exist within your organization?
  • How might we fully leverage a community of role models? 

Talent

People are the most important asset in any organization. As part of Ferrazzi Greenlight’s Change Acceleration System, we help clients to select the right people, those who exemplify the benchmarked competencies of the role models within an organization.

Getting the right people on the bus and in the right seats is critical for institutionalizing “new-way” behaviors. Those who resist or lag behind critical change initiatives can undermine the change process.

In the Talent phase of the Change Acceleration System, we partner closely with our clients to define the behavioral tendencies that drive peak performance, creating outstanding customer relationships and shareholder value.

We work with different constituencies across the company to maximize the performance and potential of all leaders.

Talent Considerations

  • What are the behavioral competencies for which I should screen?
  • How can I design appropriate selection tools?