When was the last me that there hasn’t been change at HLTF?
But for us to become a top performing bank that pace of change will have to increase.
To do that we need a common approach to our change methodology.
In the next few pages we will give you an overview of the methodology developed by Prosci and used at HTLF.
Inside you will discover:
· Where the messaging on change should come from
· How we ensure our people move through change using ADKAR
· Iden fying Barrier Point that will stop the change
· Understand the 5 cri cal roles you have as a leader during change
You must own the change because your commitment and active involvement are fundamental in setting the tone and direction for your organization during times of transformation. When you take ownership of HTLF 3.0, you demonstrate its importance and signal to employees that you are fully invested in its success. As a manager, your commitment instills confidence and trust among your team, reduces resistance, and encourages greater participation and alignment with our goals to become a top performing bank. Moreover, your ownership ensures that the change is e ectively communicated, supported, and monitored, leading to a more coherent and coordinated implementation, which is essential for achieving desired outcomes and sustaining the change over the long term.
YouÊmi gateÊresistance
Because you are the closest to your team. You're in the best posi on to understand why they may be struggling with the change and how to help them overcome their obstacles.
YouÊbuildÊSupport
Your team takes their cues from you. If you are a champion of change, they are more likely to support the change themselves. Your advocacy of change ma ers to your team members.
Leadership
Uniquely posi oned to provide strategic insights and business ra onal because they make the decisions and drive the change.
Not well posi oned to be heard on the personal impact of change. Not close enough to the day to day life of an employee.
Not strong on presen ng the ra onal for change. Too far removed from strategic decision making.
Not well posi oned to be heard on the personal impact of change either. No personal connec on with impacted employees (unless on their team).
While strong at providing support and rallying resources they are not taken as the “voice” of change or the strategic direc on.
Likewise, they do not have the personal connec on with impacted employees and their message would come across as contrived.
DirectÊ Leadership
Their Manager
Much of the “why” has always come from these leaders, as well as the “what” and “how”. Employes are used to ge ng their informa on here.
Able to convey with great sincerity “we are all in this together”. There is a great level of trust which will drives empathy towards the personal impact.
Because they are the closest to their team they are best suited to reinforce the direc on and “line of sight” to the change.
Best posi oned to understand the personal impact on an individual level. As such, they can lead the change, person by person.
ThisÊisÊwhereÊ theÊpowerÊ behindÊmakingÊ changeÊhappenÊ trulyÊlies.
You can be heard, you will be listened to.
Because of your connec on to your team.
But you need a model to know what to communicate, how to support your team during transi on...
Awareness of the need for change
Desire to par cipate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
1. Simplicity and Clarity: The ADKAR model is straightforward and easy to understand. It provides a clear roadmap for individuals and organizations to follow when managing change.
2. Individual Focus: The model emphasizes the individual's journey through change, recognizing that successful organizational change ultimately depends on individuals adopting and adapting to the new way of doing things.
3. Sequential Structure: The ADKAR model presents a logical sequence of stages, helping change leaders and teams understand the progression of change for individuals. It highlights that awareness and desire must precede knowledge, and so on.
4. Diagnostic Tool: It can be used as a diagnostic tool to assess where individuals or teams are in the change process. This allows change leaders to tailor their interventions and support accordingly.
5. Customization: The model can be customized to fit the specific needs of an organization or a particular change initiative. It is adaptable and can be integrated with other change management methodologies.
6. Alignment with Communication and Training: The ADKAR model emphasizes the importance of e ective communication and training as critical components of successful change management.
7. Focus on Reinforcement: Reinforcement is a key aspect of the model, ensuring that changes become part of the organization's culture and are sustained over the long term.
8. Measurable Progress: The model allows for the tracking and measurement of progress at each stage, which helps in assessing the success of the change e ort.
9. Application to Various Types of Change: The ADKAR model can be applied to a wide range of change initiatives, from technology implementations to organizational restructuring and process
Where do I start?
Look for the Barrier Point (next
(next page)
As managers we must focus on ensuring that each member of our team moves sequen ally through each element of ADKAR. We provide the support and mo va on, one by one!
Sam isn’t ready for the change at all. You will first have to work on Awareness of the need for change and (very important) why are we making this change.
Alice knows all about the change but there is no will or desire to make the change. She needs to be mo vated and understand “what’s in it for her”. At this point she doesn’t want to make the change.
The
point tells
each individual and ADKAR. On a 1 to 5 scale person is. The first component under is your
tells you where to focus order to make the change person may be at a different place.
ng for your people, if the wrong element of stop the change.
Even though Lori has the skills and ability to make the change she s ll needs to understand more about the change. Then work on her mo va on to make the change. But first, the BIG WHY.
Barrier Point by assessing each component of scale plot where each
Ted is ready for the change. But he needs to “own” it by prac cing the new skills or behaviors. He will need to build confidence, he already has most of the tools. Prac ce, prac ce, prac ce.
Barrier Point
As a communicator, the people manager builds Awareness of the need for change with their team and the desire to change.
As a liaison, people managers influence Awareness and Desire as well as Reinforcement by being the prime conduit of informa on to their leaders.
As an advocate, people managers influence Desire to par cipate and support the change. By “walking the walk”
When fulfilling the role of resistance manager, people managers influence an employee’s Desire to par cipate and support a change, as well as Reinforcement to sustain the change .
The coach role focuses on developing Knowledge on how to change, as well as Ability to implement required skills and behaviors.
D K A R
TheÊbusinessÊreasonÊforÊ aÊchange
Employees want to know how a change lines up with the organiza on strategy and what might happen if this change does not happened now
HowÊtheÊchangeÊisÊ happening
Employees want to understand how a change will happen and what they can expect. A
EmployeesÊrelyÊon keyÊmessagesÊaboutÊtheÊchange
What'sÊinÊitÊforÊme?Ê (WIIFM)
Employees will wonder “what's in it for me?” And why they should care about a certain change.
EmployeesÊrelyÊonyourtoÊshareÊ keyÊmessagesÊaboutÊtheÊchange
RiskÊofÊnotÊfulfillingÊthisÊrole
If you do not communicate with employees they may not have sufficient awareness or desire to engage in a change.
TheÊpersonalÊimpact
Employees look to managers to translate a change into what it means for them on a day-to-day basis.
ProvideÊinforma onÊtoÊ yourÊLeaders
Your ability to relay informa on back to your leader ensures that the key considera ons for your team are accounted for in crea ng effec ve solu ons
Because you have a close working rela onship with your leaders you are more likely to be able to communicate key informa on from them back to your team A D K A R YouÊareÊinÊaÊuniqueÊposi
StayÊconnectedÊtoÊyourÊ LeadersÊ
YouÊareÊinÊaÊuniqueÊposi onÊtoÊ reportÊtoÊyourÊseniorÊleadersÊ howÊtheÊchangeÊisÊbeingÊreceivedÊ byÊyourÊteamÊmembers
RelayÊinforma onÊtoÊ
HTLF
Because of your proximity to employees, you help HTLF keep a “pulse” on the organiza on and can bring any concerns or successes to their a en on through Pulse Surveys
RiskÊofÊnotÊfulfillingÊthisÊrole the risk of not fulfilling this role is there may be a gap between the solu on that is designed and the solu on working and being adopted by employees
EmployeesÊfollowÊyourÊ lead
Employees get their cues from you and if you do not demonstrate that a change is important they will not believe it is
AdvocacyÊmustÊbeÊ genuine
If you are not on board with a change it is important to take the me to proac vely overcome any of your own resistance before advoca ng for a change A D K A R
EmployeesÊtrustÊyouÊtoÊsignalÊ whetherÊaÊchangeÊisÊposi veÊorÊ not
You demonstrate your support for a change by being vocally suppor ve, as well as taking ac on to priori ze and adapt the change yourself
RiskÊofÊnotÊfulfillingÊthisÊrole
If you do not advocate for a change, your employees may not think it is important and won't adopt the change themselves
LackÊofÊawareness
Increased workload from added process steps, change to job roles, and the deployment of technology A D K A R
Lack of understanding of why a change is necessary and what the risks of not changing
ChangeÊspecificÊ resistance
LackÊofÊsupportÊandÊ reinforcement
Lack of con nued, demonstrated, support of a change from you and senior leaders
YouÊareÊinÊtheÊbestÊposi onÊtoÊ understandÊtheÊrootÊcauseÊofÊ resistanceÊandÊhelpÊemployeesÊ overcomeÊbarriers
RiskÊofÊnotÊfulfillingÊthisÊrole
Not proac vely managing resistance can mean employees never fully adopt A change
ChangeÊsatura onÊ
Overwhelming the number of current changes, along with previous failures during project implementa on
Uncertainty in the
future state and fear of job loss, losing power or status, or decrease in compensa on
You help employees iden fy required skills and behaviors and ensure they get the training they need
If employees run into any barriers throughout their change process you are able to help them overcome these challenges A D K A R
Suppor ngÊexecu on
As employees start transferring knowledge and ability, you help coach their progress, provide feedback, and ensure they master new skills
YouÊhelpÊtoÊcoachÊemployeesÊ thruÊtheÊprocessÊofÊ buildingKnowledgeÊandÊAbility
RiskÊofÊnotÊfulfillingÊthisÊrole
Without a coach, employees may get stuck in the change and fail to master the required skills and behaviors
For ques ons or more informa on contact: Jim Foster - jfoster@htlf.com Or Amanda Ehrlich—AEhrlich2@htlf.com