How To Ensure That The New Processes Stick

Notes Robin Event

Having all the tools and options to manage all the change, how do you make sure that the people actually use the processes?

How can you prevent?

How can you have people that help you push the change with you?

Sharing pains?

Being open and available to change —> How do you do it? It’s very difficult for humans.

Especially for people in ops, we think it’s great, but we can’t forget that other people are averse to change.

Always avoid the word change, people hate that word, use the word evolve.

  1. Why are you interested in change?
    1. Improve things
    2. It’s unavoidable - if you’re not aware of the changes around you then you are left behind. That can be really bad for business.
    3. The process of change is essential in building a great company.
    4. My role is all about change
      1. Need to understand how to bring change to old school suppliers, it’s a huge challenge
    5. If you want to be better than other companies, you almost need to be ahead of the curve
    6. Managing change is a constant part of the job
    7. Managing change in different countries
    8. Managing changes in people and roles
    9. If you don’t change it will hold you back and you won’t move forward
    10. You won’t be able to catch up if you don’t keep up with change. If you don’t anticipate changes you’re lost.
    11. Exploratory nature
    12. Like the surprise
  2. 3 things you’ve recently changed in your personal life? —> reason for the question: How difficult do you find it to make a change?
    1. Move of house and location that makes it harder to come into London
    2. Office move
    3. Change water intake - it’s been very hard
    4. Parental controls on own phone - hasn’t been successful
    5. Also changing houses, move after 11 years.
    6. Scoring my day - reflect back on mood or productivity
    7. Stopped listening to audiobooks - too stressful
    8. Meditating
    9. Running home once or twice a week
    10. Stopped eating refined sugars - training willpower
    11. Stopped eating meat (but back on cheese)
    12. Started running
    13. Trying to read more
    14. Being more conscious about health
    15. Control anger
    16. Change phone background regularly —> accepting change in a very personal space

Which new habits went well? Which didn’t go well?

The uncertainty when you make a change will make people anxious. Thing will be different than what they were used to and they are scared that they won’t be able to do it, so there is a resistance to change.

  • You didn’t ask me
  • I don’t know what to do

There’s always a reason for resistance to change. (Attribution error). I assume that it’s because of you that a new process that I’m implementing is failing.

Where have you observed that something you implemented didn’t stick?

  1. Trying to commit everyone to G Suite
    1. Filestream

Implementation process

1. Verbally at company meeting

  1. Slack
  2. Company handbook
  3. Give a higher level incentive for a person to do it
  4. When leadership and managers are doing it
  5. Know the benefit of the change.
    1. Clear on how that will impact them
    2. Clear on the benefits for them
      1. Initially it’s an additional workload, but if they know the benefit in the long run
  6. Train people well
  7. Is the alternative easy to use?
  8. Was the prep beforehand been done well?

Do I really need to over engineer certain things? When people aren’t following the rules, aside from data protection and security, does something actually need to happen?

Why do you have the issue for breaking the habits?

- Did people really forget?

  • Or are they resistant to change?

What is the net benefit of a change? The closer the personal benefit is to them, the bigger the impact will be.

One can be a motivation, the other is a fear.

Rather than coming up with an idea —> Ask if something is a problem, and work from there.

Why haven’t they done it? Ask your team more questions on what’s not working

Having champions that drive the process and change.

Giving ownership to other people to drive it.

DMAIC—> Us to change management, analyse what happened? What went well, what went wrong?

When you go away, specifically hand over a process you’re championing to someone else

How can you go from personal habit hacking into teams? (Which triggers do you get to do something)?

  • Make something rewarding
  • Gamify
  • User research - observe how people do things in practice
    • How are people doing things?
    • Learning and getting an idea
    • Showing a different process and how much faster/easier it could be using your new process.

How versus Where do you want to? Do you mind how they get there? What are your objectives and why? The how shouldn’t matter.

Improving family business meeting:

Come up with the objective or goal and then work towards that with changing the family meeting structure. Facts and figures.

Cascade of crap

Big difference between people craving a change vs wanting to change something when nobody called for it.

Pick your battles, sometimes you have to impose, but be sure when to do this. Sometimes you need to allow rebellion.

Ask people specifically why they have resistance to change so that you can work around that for future changes. People might have personal reasons.

How do you prepare a big change? How will you track the process while implementing the new process?

Feedback first, then implementation, then adoption, then back to feedback.