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587. Navigating Change: Strategies for Effective Transition Management (Rerun) · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to the daily influence where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
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• 0:30
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• 0:35
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• 0:40
  [SPEAKER_00]: Hey, everybody, Brian Smith here with the I&Team series and your daily influence.
• 0:47
  [SPEAKER_00]: Today, we are going to talk about some strategies for effective transition management, which to some may sound like change management.
• 0:56
  [SPEAKER_00]: And to us, we like to call it at I&A and within the I&Team series improvement management.
• 1:03
  [SPEAKER_00]: One of the biggest challenges we have in transition or change is getting humans to engage in that.
• 1:10
  [SPEAKER_00]: And that's what we're going to talk about, but I will tell you one of the first things we like to do is change the narrative to improvement.
• 1:17
  [SPEAKER_00]: And whatever semantics you use, getting people on board requires
• 1:23
  [SPEAKER_00]: very clear vision and very clear communication.
• 1:28
  [SPEAKER_00]: Now for us, we follow the smart management model, which means that we are always specific, measurable, attainable, realistic, and timely.
• 1:36
  [SPEAKER_00]: And so have any clear vision that follows smart and being able to have smart communication means
• 1:48
  [SPEAKER_00]: what it is we're doing, why we're doing it, the why matters.
• 1:52
  [SPEAKER_00]: People will get involved in projects more when they understand why we're doing it.
• 1:58
  [SPEAKER_00]: What is the value that is going to come from this work?
• 2:03
  [SPEAKER_00]: What do we get out of it as an organization or what do our customers get out of it or vendors or our partners?
• 2:09
  [SPEAKER_00]: And if we're effectively and clearly communicating this through smart communication, if we're being specific, providing those measurements, challenging attainability, and relativity, and understanding that it's timely now, then people will buy in, they will invest in the process, also identifying stakeholders.
• 2:32
  [SPEAKER_00]: Who is most important here?
• 2:34
  [SPEAKER_00]: Making sure the key stakeholders are aware of what's going on all the time and having them support this process.
• 2:42
  [SPEAKER_00]: That means that if you're working with in teams and the team leader isn't invested or the owner of the company, you're client, you're partner of they're not invested in the improvement the transition.
• 2:56
  [SPEAKER_00]: You're going to have a hard time getting through it, sharing with them that smart management model so that we understand everything that's going on is really important.
• 3:07
  [SPEAKER_00]: The leadership has to pull, not push, pull through the process.
• 3:13
  [SPEAKER_00]: They need to be engaged in the process.
• 3:15
  [SPEAKER_00]: They need to show not just that they're a stakeholder in the process itself, but that they are empowering, supporting the team to do what's needed to make these improvements.
• 3:26
  [SPEAKER_00]: that change that we're driving towards is an improvement and we'll reinforce it.
• 3:31
  [SPEAKER_00]: Leadership will we enforce that and they will pull through that to be successful through this transition.
• 3:37
  [SPEAKER_00]: Make sure that we are always training.
• 3:40
  [SPEAKER_00]: If we are changing, we are training.
• 3:43
  [SPEAKER_00]: You can't have improvement without training for the improvement.
• 3:48
  [SPEAKER_00]: redeveloping policies and procedures, ensuring that there's continuous learning going on.
• 3:54
  [SPEAKER_00]: If we are engaging in something that has outside influence, understanding that outside influence, and how it relates to our skilled development and our continuous learning.
• 4:04
  [SPEAKER_00]: By the way, continuous learning is continuous improvement, making sure that we're reconciling these issues with what we're doing now and where we want to be later.
• 4:14
  [SPEAKER_00]: And that we're not creating ripple effects that might have unintended consequences challenge yourself to think about those potential unintended consequences and always make sure that you have proper resources allocated.
• 4:29
  [SPEAKER_00]: Nothing is more frustrating than embarking on an improvement process and then running out of money, not having enough people to do what's needed or time, not having the right technology in place.
• 4:42
  [SPEAKER_00]: Ensuring we have flexibility, all improvement programs, all change programs, all transition programs are a disruption to what is happening currently.
• 4:52
  [SPEAKER_00]: Understanding that disruption and that we're going to be facing that disruption is important.
• 4:58
  [SPEAKER_00]: It requires flexibility.
• 5:00
  [SPEAKER_00]: Having the team understand that they're going to have to be flexible, that there's going to be times of frustration.
• 5:07
  [SPEAKER_00]: This is where the emotional intelligence comes in, working through that frustration, keeping ourselves evenly balanced and working to the end
• 5:19
  [SPEAKER_00]: a positive result, improved result.
• 5:23
  [SPEAKER_00]: And the best way to support that along the way is to have good performance metrics established up front and then monitor that, give that feedback, provide insights and make adjustments if our measurements, if our metrics, if our KPIs, key performance indicators aren't where they should be.
• 5:42
  [SPEAKER_00]: Make sure that we're sharing that and communicating that in the most smart way possible.
• 5:47
  [SPEAKER_00]: And there will be resistance.
• 5:50
  [SPEAKER_00]: The first resistance is the disruption.
• 5:53
  [SPEAKER_00]: Every disruption in our daily lives is resistance.
• 5:58
  [SPEAKER_00]: It provides an opportunity for us to get the can down the road to procrastinate, to digress to something else.
• 6:07
  [SPEAKER_00]: Some of the ways to overcome that is to slow down.
• 6:09
  [SPEAKER_00]: It's the best way, slow down.
• 6:11
  [SPEAKER_00]: And listen, have situation awareness to what's going on around us, have situation awareness and empathy to our team members who may be feeling more disruption, more emotional challenges,
• 6:27
  [SPEAKER_00]: And if we've done our job as leaders or as supporters of the leaders, we've pre-anticipated some of these things so that the ripple effect has been smoothed out.
• 6:37
  [SPEAKER_00]: And reminding ourselves that our goal and our mission is improvement and through these rough times through this resistance in these challenges is an end result that has value.
• 6:50
  [SPEAKER_00]: We've all agreed early on that it has value.
• 6:54
  [SPEAKER_00]: it's really important if you're going to embark on any kind of an effective transition program and improvement program that you remember these key points.
• 7:06
  [SPEAKER_00]: Clear vision, clear communication, stakeholder engagement, have a leadership, understand the disruption, train and develop, train and develop.
• 7:16
  [SPEAKER_00]: Make sure there's continuous improvement included in the program proper resources all across the board and monitoring and evaluation metrics measurement and challenge yourselves to be smart through the entire process.
• 7:34
  [SPEAKER_00]: Hope today's podcast has been a help for you.
• 7:37
  [SPEAKER_00]: Those of you going through any kind of change management improvement management transition, follow these, incorporate these tactics, incorporate these strategies before you embark again.
• 7:50
  [SPEAKER_00]: And I promise you that you will find improvement comes much more fluidly and will be more sustainable and viable for you and your organization
• 8:04
  [SPEAKER_00]: I look forward to talking to you again soon.
• 8:07
  [SPEAKER_00]: Have a great day.