Podcasts about Adkar

Dans cet épisode hors-série co-animé par avec Faouzi Mallakhe, nous abordons un sujet clé pour tous les leaders d'aujourd'hui : comment accompagner efficacement le changement sans perdre en engagement, ni casser la dynamique d'équipe.

Welcome to The Inner Game of Change, the podcast that explores the evolving landscape of change management, leadership, and transformation.In this episode, I'm joined by the remarkable Karen Ball, Senior Fellow at Prosci and author of The ADKAR Advantage: Your New Lens for Successful Change. Released in April 2024, Karen's book offers a fresh and practical take on navigating change by embracing the power of the Prosci ADKAR Model.With over 40 years of experience, Karen has helped countless individuals and organisations unlock the real benefits of successful change—both professionally and personally. As a seasoned change advisor, instructor, and CCMP™ professional, she brings a wealth of knowledge, energy, and passion to the conversation.Today, we'll unpack Karen's insights from her book, explore why the ADKAR lens is more relevant than ever, and hear some real-world lessons from her extensive journey in the field of change.I am grateful to have Karen chatting with me today. About KarenKaren Ball is author of "The ADKAR Advantage: Your New Lens for Successful Change", a Prosci publication released in April 2024. Her passion through the book is to help individuals and organizations realize the benefits of successful change, personally and professionally, by looking at change through the lens of the Prosci ADKAR Model.Karen is a Senior Fellow at Prosci. Previously, she served as Prosci's Executive Vice President of Research, Product and Marketing. She is a Certified Change Management Professional™ (CCMP™), Prosci executive instructor, and change advisor with over 40 years of professional experience. As a public speaker, Karen frequently shares her passion for all things ADKAR and change management in webinars, customer presentations, podcasts, and conference keynotes.ContactsKaren's Profilelinkedin.com/in/karenball26Emailkball@prosci.comSend us a textAli Juma @The Inner Game of Change podcast Follow me on LinkedIn: www.linkedin.com/comm/mynetwork/discovery-see-all?usecase=PEOPLE_FOLLOWS&followMember=ali-juma

As the ancient Greek philosopher Heraclitus observed, “The only constant in life is change.” While change in our personal and professional lives is inevitable, adapting to it can be difficult and often leads to feelings of resistance. When it comes to organizational change initiatives, the ADKAR® model – which stands for Awareness, Desire, Knowledge, Ability and Reinforcement – is renowned for guiding successful change, beginning at the individual level.  As a senior fellow at Prosci, the leading global change management research and training organization that developed the ADKAR model, Karen Ball has been helping individuals and organizations implement effective changes and achieve benefits not thought possible for over 40 years. Karen is an ACMP-certified Change Management Professional, a certified IDEO Design Thinking practitioner, and the author of Prosci's latest publication, “The ADKAR Advantage: Your New Lens for Successful Change.” In addition to her role as an executive instructor, Karen continues to develop Prosci offerings and engage with clients as a change advisor, working with organizations such as UNICEF, Wells Fargo, Bose Corporation, and Dow Chemical. In Episode 228 of The Mindset Game® podcast, Karen shares the following:  An overview of the ADKAR model and examples of how it might manifest in different contexts, as well as how it relates to the communication and training processes involved in organizational change initiatives Tips for individuals who may be resistant to proposed changes, as well as techniques their leaders can use to support them How ADKAR functions as a sense-making and way-finding tool that can help create a sense of calm and clarity for both individuals and organizations navigating complex change Why it's crucial for leaders to go through their own ADKAR journeys, as well as key steps that leaders must take in order to be effective sponsors of change   To connect with Karen, find her on LinkedIn, or visit https://www.prosci.com to learn more about the ADKAR model and explore other resources. To learn more about The Mindset Game® podcast, visit www.TheMindsetGame.com. To subscribe to The Mindset Game® podcast or leave a review, please visit https://apple.co/3oAnR8I. 

In this episode of foHRsight, co-host Mark Edgar connects with Mumtaz Chaudhary, Chief Experience Officer & Co-founder of Pragilis. They talk about practical approaches to change management and the criticality of leadership, two-way communication and identifying tangilble measures of success.In the conversation, Mumtaz refers to the ADKAR model you can learn more about here:https://www.prosci.com/methodology/adkarYou can learn more about Mumtaz's work here:https://www.pragilis.com/#about-usAnd connect on LinkedIn here:https://www.linkedin.com/in/mumtaz-chaudhary/Don't forget to sign up for our weekly newsletter foHRsight at http://www.futurefohrward.com/subscribe.Follow us on LinkedIn:Mark - www.linkedin.com/in/markedgarhr/Naomi - www.linkedin.com/in/naomititlemancolla/future foHRward - www.linkedin.com/company/future-fohrward/And on Instagram - www.instagram.com/futurefohrward/Support the show

In this episode of the Leadership Launchpad, the guest, Jeremy Ostrowski, Director of Change Management at Border States, discusses the nuances of managing change within an organization. Jeremy shares insights on how change impacts various levels of a business and highlights the importance of tailored communication strategies. He introduces the ADKAR model of change management—Awareness, Desire, Knowledge, Ability, and Reinforcement—and explains how managers can use this framework to effectively facilitate change. The conversation also covers practical advice for managers, including the importance of supporting team members through change, and recognizing their efforts to reinforce positive outcomes. This episode provides valuable lessons for any manager facing organizational change.

Philipp Blaesing ist bei Siemens Healthineers im Rahmen des RISE Programms für das Change Management und die Kommunikation verantwortlich, Anja Scheurer unterstützte als SAP Beraterin im Organizational Change Management. Im Podcast berichten beide über die Herausforderungen und Erfahrungen beim Change Management während der SAP RISE Migration. Sie teilen Einblicke in die Struktur des Projekts, Zusammenarbeit mit dem Projekt Management, schauen auf bewährte Methoden und Tools sowie wichtige Lernerfahrungen. Wir erfahren, wie effektive Kommunikation und frühzeitige Einbindung von Stakeholdern zum Erfolg eines großen IT-Transformationsprojekts beitragen können. Und beide erklären auch, weshalb Change Management in eher technischen Projekte nicht wegzudenken ist.

In the podcast "Unlocking a Brilliant Model for Change," Karen Ball, a senior fellow at Prosci, discusses the ADKAR model, which outlines five stages – Awareness, Desire, Knowledge, Ability, and Reinforcement – crucial for successful change management. She explores common organizational challenges, reasons for change initiative failures, and strategies to ensure lasting transformation. Ball highlights the importance of clear communication, aligned leadership, and employee engagement in driving change. Her practical insights provide leaders and practitioners with tools to navigate organizational transformations effectively and achieve sustainable outcomes. Website: www.prosci.com

In this episode , we dive deep into the critical link between project management and change management. JJoin me to explore how effective change management can transform resistance into resilience and ensure sustainable success.Discover actionable strategies, real-world examples, and proven methodologies such as ADKAR, Kotter's 8-Step Process, and Lewin's Change Model. Learn how to foster adaptability, engage teams, and anchor change for long-term impact. Whether you're implementing new tools, transitioning to agile at scale, or navigating organizational transformation, this episode provides the insights you need to thrive.Subscribe and follow to unlock the secrets to successful project management and organizational change. Don't miss the next episode featuring expert insights on managing complexity in project environments!Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

One of the most challenging jobs is to change a culture that achieved success with legacy thinking. It all starts with trust, especially if you are a CX leader. Stuart Gilchriest is a Certified Customer Experience Professional (CCXP) who has worked in CX for 10+ years across multiple industries . After starting his career in the hospitality industry in his native England, he transitioned into Customer Experience roles in the travel industry and became a respected voice on VOC program management, CX Strategy and Experience Design. He is most proud of helping Hertz achieve their only JD Power Customer Satisfaction wins in the past 20 years, in 2019 and 2020. Stuart shares some practical applications in this episode including: Community Support: Stuart emphasizes the importance of reaching out to communities for support when facing challenges. The Forgetting Curve: Stuart discusses the "forgetting curve" by Ebbinghaus and the importance of reinforcing information through repetition. How can this concept be applied effectively within an organization to improve stakeholder engagement and information retention? The Role of Repetition in CX: How do you ensure that key information and messages are consistently reinforced with your stakeholders to foster deeper relationships and ensure effective communication? Change Management and ADKAR: The episode touches on change management models like ADKAR. Building Trust: Stuart speaks about building and maintaining trust through practices like listening tours and the "emotional bank account" concept. CX Roadmap: Stuart emphasizes the importance of a CX roadmap that addresses both short-term and long-term goals while aligning with stakeholder metrics. This episode is packed with gems Meet Stuart: Stuart Gilchriest, a Certified Customer Experience Professional (CCXP) has worked in CX for 10+ years across multiple industries including hospitality, education, travel, vehicle rental (Hertz), and HR technology (UKG). He is currently Director of Sales Experience at Mercury Insurance, a mid-sized P+C insurance carrier based in Los Angeles, CA. He is passionate about the CX discipline and helping turn customer and agent insights into financial and operational success for Mercury. After starting his career in the hospitality industry in his native England, he transitioned into Customer Experience roles in the travel industry and became a respected voice on VOC program management, CX Strategy and Experience Design. He is most proud of helping Hertz achieve their only JD Power Customer Satisfaction wins in the past 20 years, in 2019 and 2020. Stuart holds a BA in Economics from the University of Nottingham in the UK, an MBA from Hult International Business School in Boston, MA, and a Certified Customer Experience Professional (CCXP) designation. He currently lives in Naples, FL with his wife Mayra, son Nicolas (21), daughter Mariana (5) and dog Chewy. He is a sport fanatic and has watched live sports on 5 continents (and counting), is an avid traveler (Colombia is a favorite destination), and is currently working on perfecting his homemade Indian curry recipes (the spicier the better!).

One of the most challenging jobs is to change a culture that achieved success with legacy thinking. It all starts with trust, especially if you are a CX leader. Stuart Gilchriest is a Certified Customer Experience Professional (CCXP) who has worked in CX for 10+ years across multiple industries . After starting his career in the hospitality industry in his native England, he transitioned into Customer Experience roles in the travel industry and became a respected voice on VOC program management, CX Strategy and Experience Design. He is most proud of helping Hertz achieve their only JD Power Customer Satisfaction wins in the past 20 years, in 2019 and 2020. Stuart shares some practical applications in this episode including: Community Support: Stuart emphasizes the importance of reaching out to communities for support when facing challenges. The Forgetting Curve: Stuart discusses the "forgetting curve" by Ebbinghaus and the importance of reinforcing information through repetition. How can this concept be applied effectively within an organization to improve stakeholder engagement and information retention? The Role of Repetition in CX: How do you ensure that key information and messages are consistently reinforced with your stakeholders to foster deeper relationships and ensure effective communication? Change Management and ADKAR: The episode touches on change management models like ADKAR. Building Trust: Stuart speaks about building and maintaining trust through practices like listening tours and the "emotional bank account" concept. CX Roadmap: Stuart emphasizes the importance of a CX roadmap that addresses both short-term and long-term goals while aligning with stakeholder metrics. This episode is packed with gems Meet Stuart: Stuart Gilchriest, a Certified Customer Experience Professional (CCXP) has worked in CX for 10+ years across multiple industries including hospitality, education, travel, vehicle rental (Hertz), and HR technology (UKG). He is currently Director of Sales Experience at Mercury Insurance, a mid-sized P+C insurance carrier based in Los Angeles, CA. He is passionate about the CX discipline and helping turn customer and agent insights into financial and operational success for Mercury. After starting his career in the hospitality industry in his native England, he transitioned into Customer Experience roles in the travel industry and became a respected voice on VOC program management, CX Strategy and Experience Design. He is most proud of helping Hertz achieve their only JD Power Customer Satisfaction wins in the past 20 years, in 2019 and 2020. Stuart holds a BA in Economics from the University of Nottingham in the UK, an MBA from Hult International Business School in Boston, MA, and a Certified Customer Experience Professional (CCXP) designation. He currently lives in Naples, FL with his wife Mayra, son Nicolas (21), daughter Mariana (5) and dog Chewy. He is a sport fanatic and has watched live sports on 5 continents (and counting), is an avid traveler (Colombia is a favorite destination), and is currently working on perfecting his homemade Indian curry recipes (the spicier the better!).

In this episode of RevOps Champions, host Therese Brinkman and guest Tina Bishop explore the ADKAR change management model, emphasizing the importance of personal connections and effective user adoption strategies in CRM implementations. Therese underscores the need for one-on-one conversations during the "Desire" phase of ADKAR to secure buy-in and build personal connections. They discuss the crucial role of change managers in identifying both engaged change champions and less enthusiastic team members, aiming to address resistance more effectively.Tina highlights the necessity of thorough knowledge analysis and gap identification during the "Knowledge" phase, stressing early involvement of change managers and training strategists. The conversation shifts to the "Ability" phase, focusing on the need for role-specific and process-oriented training to ensure users can effectively utilize the CRM platform. Tina advocates for practical and tailored training over generic approaches, urging that just technological features are insufficient without a structured user adoption strategy.The episode concludes by emphasizing continuous reinforcement and monitoring to sustain effective adoption, with Therese highlighting the importance of early communication and transparent information sharing. The discussion underscores the need to address individual motivations and personal ownership during the Desire phase to achieve high user adoption rates. Finally, both speakers, who are PROSCI certified, stress the critical role of dedicated change management personnel throughout the CRM implementation process, inviting listeners to connect with the Denamico team and explore more content at revopschampions.com.Find more at revopschampions.com

“ProSci has had an opportunity… to focus on knowledge transfer and to help individuals and organizations build their own change capabilities. So we focus on training services and learning services and resources and thought leadership and the research that informs absolutely everything that we do.“ - Karen Ball  In this episode, Mike Horne interviews Karen Ball, a certified change management professional, discussing her extensive experience in change management, the ADCAR model, and the evolution of ProSci. Karen reflects on her career milestones, the importance of individual change journeys, and how organizations can better manage change. The conversation emphasizes the significance of building change capabilities and treating people well during transitions, while also looking ahead to the future of change management in an evolving landscape.  Key Points: Integrating ADKAR into a project planning structure  Making sense of complex change in organizations The discipline of change management  Links:  Learn more about Mike Horne on Linkedin Email Mike at mike@mike-horne.com Learn More About Executive and Organization Development with Mike Horne Twitter: https://twitter.com/mikehorneauthor  Instagram: https://www.instagram.com/mikehorneauthor/,  LinkedIn Mike's Newsletter: https://www.linkedin.com/newsletters/6867258581922799617/,  Schedule a Discovery Call with Mike: https://calendly.com/mikehorne/15-minute-discovery-call-with-mike     Learn More about Karen Ball  https://www.linkedin.com/company/prosci/ prosci.com twitter.com/Prosci facebook.com/ProsciExperience www.youtube.com/@ProsciChangeManagement media@prosci.com

In this episode of RevOps Champions, host Therese Brinkman engages with sales expert Sam Annala to explore the transformative role of Customer Relationship Management (CRM) systems in modern sales operations. The main topics discussed include the importance of CRM in automating tasks and speeding up sales processes, the need for effective sales leadership and coaching backed by CRM insights, and the critical factor of user adoption in successful CRM implementation. The episode also highlights the ADKAR model for change management, emphasizing the importance of creating awareness and desire for new systems before training employees.Therese and Sam delve into misconceptions about CRMs, stressing that they are tools that require strategic change processes and clear objectives to drive business growth. They also discuss the importance of aligning people, processes, and technology to optimize CRM usage. Sam shares insights on leveraging data for personalized client interactions, particularly in the engineering, construction, and design sectors, and praises AI advancements for easing administrative burdens on salespeople.Sam Annala, an experienced sales leader, consultant, and trainer, emphasizes the importance of continuous coaching, data integrity, and clear CRM processes in achieving revenue goals. The episode concludes with both speakers expressing enthusiasm for AI and CRM systems' potential to enhance efficiency and foster better client relationships.Find more at revopschampions.com

Ein Change-Prozess kann an vielen Dingen scheitern. Welche Facetten wir auf jeden Fall bedenken müssen, daran erinnert uns das ADKAR-Modell, das Tatjana uns in dieser Folge vorstellt.

In this episode of the Innovation Junkies Podcast, the Jeffs sit down with Karen Ball from Prosci to talk all things change management. Karen unpacks the Adkar model and gives real-world tips on helping teams adapt smoothly and stay resilient during big transitions. You can learn more about Karen and Prosci at prosci.com!Follow Us on Facebook, Instagram, or LinkedInGet in touch InnovationJunkie.comWant to WATCH the podcast? We're on YouTube! Check it out now

In this episode, we delve into the complexities of AI adoption within organizations, guided by the expertise of Tim Creasey. Tim Creasey is the Chief Innovation Officer at Prosci, a global leader in change management solutions. He is a renowned expert in applying the ADKAR model to help organizations navigate complex transformations, including AI adoption, by integrating behavioral science with business strategy. Today, we explore the challenges and opportunities of integrating AI technologies and how the ADKAR model can facilitate this transition.

This week on the Build a Vibrant Culture Podcast, I interview Karen Ball, Senior Fellow at Prosaic and author of Prosci's latest publication, The ADKAR Advantage: Your New Lens for Successful Change ©2024. Previously, she was Executive Vice President of Prosci's Research, Product, and Marketing Team. In addition to her role as an Executive Instructor, she continues to develop Prosci offerings and engage with clients as a Change Advisor. ADKAR is a change management model that focuses on guiding individuals through the change process. The acronym stands for:•           Awareness: Understanding the need for change.•           Desire: The willingness to support and participate in the change.•           Knowledge: Knowing how to change and what the change entails.•           Ability: Having the skills and behaviors to implement the change.•           Reinforcement: Ensuring the change sticks and is sustained over time. The model is used in organizational change initiatives, helping leaders and teams manage transitions effectively by addressing the human side of change.Karen Ball has been using ADKAR in her work, while raising her children, and navigating her own personal desire to change. She is the SME of ADKAR. That might be too many acronyms :) however, this episode lays out how ADKAR works and how you can adopt these change management strategies, systems, and smarts into your life, career, and business too!In this episode, you'll hear: •   All about the ADKAR Model originally developed by Jeff Hiatt•   Stories of How Individuals and Businesses have Effectively Used ADKAR•   The Reality that CHANGE Happens One Person at a Time•   Strategies about How you Can Influence Your Organization's Change•   And, Ultimately How you Can Shift your Organization into a CHANGE AGENCY full of CHANGE AGENTS I am grateful to Karen Ball for sharing her wealth of knowledge and passion for Change Management. Her insights on change readiness, gaining sponsors for your change, and leaders modeling the role of change agent are sure to inspire HR professionals and leaders alike to BUILD A Vibrant Culture.Want to know more about Karen and ADKAR?Buy the Book: https://www.amazon.com/ADKAR-Advantage-Your-Successful-Change/dp/B0CZVRTWTV/ref=pd_ci_mcx_mh_mcx_views_0?pd_rd_w=Ro8ST&content-id=amzn1.sym.352fa4e9-2aa8-47c3-b5ac-8a90ddbece20%3Aamzn1.symc.40e6a10e-cbc4-4fa5-81e3-4435ff64d03b&pf_rd_p=352fa4e9-2aa8-47c3-b5ac-8a90ddbece20&pf_rd_r=T7V4E7B99MTNEWKJTTNG&pd_rd_wg=mw4Aq&pd_rd_r=d79e123f-a5aa-4f7c-83eb-c225be0b2cca&pd_rd_i=B0CZVRTWTV Visit: Facebook: https://www.facebook.com/ProsciExperience/ X: https://x.com/ProsciLinked In: https://www.linkedin.com/in/karenball26/Karen's Linked In: https://www.linkedin.com/in/karenball26/Instagram: https://www.instagram.com/proscichangemanagementYouTube: https://www.youtube.com/channel/UCpROP3F4AOo2ixTuq5KQhBwDon't forget to like, comment, and subscribe to the Build a Vibrant Culture podcast for more insights on creating thriving workplaces!

In this podcast episode, Dr. Jonathan H. Westover talks with Karen Ball about the Prosci ADKAR model of change management. Karen Ball (https://www.linkedin.com/in/karenball26/) is a dynamic and collaborative organizational leader, instructor, and client advisor. She thrives on engaging and energizing individuals in diverse learning environments. She discovered her passion for the discipline of change management in 2006 when she was first introduced to the Prosci ADKAR® Model and knew immediately that it would have a profound impact on the rest of her career. Check out all of the podcasts in the HCI Podcast Network!

Send us a textLet's talk about change management. As educators, we know that change is a constant. But how can we effectively navigate it and ensure buy-in from our teams? That's where the ADKAR model comes in. It's a framework that helps organizations build momentum and sustain change. ADKAR can help you to drive successful change in your school. Join us as we talk through the AKCAR framework and provide information on how you can create a culture of continuous improvement and drive authentic change in your school. Remember, change is a journey, not a destination. Empower your team to embrace change!The Research:The ADKAR Model (from the creators - Prosci)BEGINNING OF SCHOOL YEAR SPECIAL[IN PERSON PD]  Breaking Through Resistance and Building Buy-InCONTACT US to qualify for the special and to get on our mailing list.[[FREE]] Sibme Coaching AppLet's Stay Connected!Website | Instagram | Twitter | Linkedin | Facebook | Contact Us

Join us as Karen Ball, Senior Fellow at Prosci and author of The ADKAR Advantage: Your New Lens for Successful Change, shares her invaluable insights on leveraging the ADKAR Model. Discover where the future of change management is going. [Guest Bio] Karen Ball is a Senior Fellow at Prosci. She is the author of Prosci's newest publication, The ADKAR Advantage: Your New Lens for Successful Change. Previously, she served as Prosci's Executive Vice President of Research, Product and Marketing. For over 40 years, she has helped individuals and organizations implement effective changes and achieve the desired benefits as a result. Karen is a Certified Change Management Professional™ (CCMP™), Prosci executive instructor, and change advisor who frequently shares her passion for all things ADKAR and change management.

Mastering Change Management with Tim Creasey*A 2023 Listener Favorite Episode Replay*In this special replay of one of our most popular episodes from 2023, Nicole Greer, The Vibrant Coach, sits down with change management guru Tim Creasey. As Prosci's Chief Innovation Officer, Tim brings a wealth of knowledge and experience to the table, offering game-changing insights on how to navigate the complex world of organizational change.Are you struggling to implement changes in your organization? Do you want to create a workplace that not only adapts to change but thrives on it? This episode is your roadmap to success! Tim Creasey, known for his ability to solve a Rubik's Cube in under 90 seconds, applies that same sharp, strategic thinking to the puzzle of change management.Get ready to dive deep into the ADKAR model, explore the delicate balance between productivity and workplace humanity, and discover how to build a company culture that people are excited to be part of. Whether you're a seasoned executive or an up-and-coming leader, this conversation is packed with actionable strategies to transform your approach to change.Key Topics Discussed[03:15] Tim's definitions of leadership and change leadership[07:30] The ProSci Change Triangle (PCT) and its components[16:20] Introduction to the ADKAR model for individual change management[28:30] Strategies for overcoming resistance to change[37:20] Balancing productivity with a humane work environment[42:10] The role of project management in successful change initiativesResources MentionedProsci.com - For blogs, webinars, and information on change management certificationTim Talks on YouTube - Short videos explaining change management conceptsADKAR model book by Jeff HiattConnect with Tim CreaseyFind Tim on LinkedInAbout the HostNicole Greer, known as The Vibrant Coach, is a professional speaker, coach, and consultant dedicated to helping leaders build vibrant organizational cultures that drive success and employee satisfaction.*Don't forget to subscribe to the Build a Vibrant Culture podcast for more insights on creating a thriving workplace!*

Join Sarah Noll Wilson as she celebrates the show's 100th episode with a deep dive into the evolving nature of workplace relationships. Guests Gilmara Vila Nova-Mitchell, Dr. Teresa Peterson, and Brandon Springle share insights on building connections in virtual settings, fostering inclusion, and the vital role of empathetic leadership in creating supportive work environments. About Our Guests For almost two decades, Gilmara Vila Nova-Mitchell has been helping organizations and leaders become more effective and inclusive through her engaging diversity and inclusion professional learning sessions, leadership development programs and equity & cultural proficiency coaching. Gilmara has worked with HR managers, chief diversity officers, and other leaders to create more inclusive work environments. Gilmara has collaborated with organizations from the private and public sector, in a variety of industries. Gilmara has supported organizations develop strategic plans, create equity driven monitoring tools, create more inclusive cultures, and learn more about equity-driven leadership. Born in Brazil, Gilmara moved to the United States in 2001. She holds a Bachelor of Multicultural Education from FUMEC University (Brazil) and a MSE in School Counseling from Drake University. Gilmara has a focused her doctoral studies in Organizational Behavior with a focus on trust in the workplace. Dr. Teresa Peterson is the Director of Learning and Development for Sarah Noll Wilson, Inc. In her daily work, she serves as Sarah's key content collaborator. Teresa enjoys facilitating, researching, and is passionate about applying best practices for learning to make our experiences meaningful, engaging, and accessible for all types of learners. Teresa holds a Doctorate in Education from the University of Northern Iowa and brings over twenty years of experience teaching, facilitating, and leading to our team. Our clients love Teresa's grounded energy, depth of thought, and ability to listen deeply. Brandon Springle is a dedicated HR (Human Resources) Leader with over 15 years of evolving experience working in multiple industries including Manufacturing, Background Screening, Health Insurance, and Sports & Entertainment. Brandon currently serves as a Divisional OD and Success Director at Shaw Industries where he has spent the past 9+ years. Brandon is a certified psychological safety coach using the “4 Stages of Psychological Safety” framework. Brandon is also certified as a Change Manager with intimate knowledge of the ADKAR process. Brandon is a senior leader focused on providing an amazing experience at all levels through a service-oriented approach that is rooted firmly in psychological safety. Brandon recognizes that there is power in aligning individually diverse talents to a shared vision where success is dependent upon the collective brain trust of the “team”. More than anything, Brandon loves to see people thriving as opposed to simply surviving. Brandon enjoys spending time with his wife and four children in his personal time. Brandon enjoys his hobbies which include reading, writing, music production, and all things basketball. Links and Resources Website: www.sarahnollwilson.com Gilmara LinkedIn: www.linkedin.com/in/gilmara-vila-nova-mitchell Gilmara Email: gilmara@sarahnollwilson.com Teresa LinkedIn: www.linkedin.com/in/teresa-peterson-EdD Teresa Email: teresa@sarahnollwilson.com Brandon LinkedIn: www.linkedin.com/in/bspringle

This is the last of the series of podcasts called the apologise series as Steve managed ot catch up with the programs recorded and published so hopefully we are back to 5 days from recording to publishing.Marijn read an article (Microsoft Teams increases collaboration in the modern workplace at Microsoft - Inside Track Blog)… it was not a podcast but real words and it created the idea of a podcast for the duo.  Microsoft have been looking at how they can improve collaboration using their own tools and a process that has some alignment with ADKAR.  Steve and Marijn talk through the ideas shared in the article and how it can be adopted practically and where it all makes sense.  Microsoft use to cool analogies' that we like and that everyone can use to improve their collaboration in their organisations.And the boys re-christens KevinM as Saint Kevin after drinking this extraordinary Irish whisky the boys take in this episode of M365Distilled 

James Gifford: Crafting Culture, A Three-Step Approach to Agile Organizational Change Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, James shares a comprehensive approach to implementing culture change in a multi-site healthcare company. They used a simple three-step process to align values across diverse locations. And implemented an ambassador program and storytelling workshops catalyze the change. James explains the use of the ADKAR model and Lean Change Management principles in this large-scale transformation. James also shares the role that gamification played in encouraging narrative-centric sharing throughout the organization.   [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About James Gifford James Gifford, a notable Agile/Lean coach and ProKanban Certified Trainer, is also a co-founder of Agile Uprising. He envisions a future where companies integrate Lean principles and Agile methodologies effortlessly, cultivating organizations that are dynamic, resilient, and centered around customer-focused products. You can link with James Gifford on LinkedIn and connect with James Gifford on Twitter.

Jaques Smit: The Role of Coaching in Organizational Change, A Key Skill For Agile Coaches Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. How can leaders effectively motivate and guide teams through significant changes? Jaques shares his journey in leading a traditional development team towards creating their own games. He highlights the challenges of facilitating change without sufficient coaching skills and the importance of creating a desire for change. Jaques introduces ADKAR, SCARF, and coaching techniques, ultimately leading to successful organizational transformation. In this episode, we also refer to Constructivist Learning, and Adult learning theory.    [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About Jaques Smit Jaques is a seasoned Agile coach and Scrum Master with extensive experience in leading and transforming teams in the game development industry. His expertise lies in fostering team collaboration, resolving conflicts, and facilitating effective retrospectives. Jaques is passionate about continuous learning and empowering teams to achieve their full potential.   You can link with Jaques Smit on LinkedIn and connect with Jaques Smit through his website.

In the latest episode of "The Learning Curve", host Kenny discusses change management with Gunnar Jaschik, the founder and director of True 11 in Singapore. Gunnar shares his extensive experience in change management, spanning over two decades and including roles in human resources and consulting. Gunnar emphasises the importance of understanding desired outcomes and maintaining transparent communication throughout the change process. Effective change management involves engaging people early, keeping them informed, and addressing their concerns to ensure organisational goals are met. The discussion highlights essential components of change management, such as clear direction, transparent communication, and involving all stakeholders. The conversation also explores common challenges, such as resistance to change and sustaining momentum, and stresses the need for continuous support and education. The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) is advocated as a structured approach, and the necessity of agile, adaptable leadership is underscored to ensure successful change initiatives.

Content warning: My feelings are hurt, and I when I'm hurt, I say hurtful things. The F bomb ratio is significantly higher than previous episodes. I also talk about bird reproductive organs in anatomically correct language. So if neither of these warnings are enough to make you want to listen to ADKAR or perhaps I can kill a dragon for the 20th time, please proceed. You have been warned.

In episode 130, Coffey talks with Shani Dellimore Barrax about the state of diversity, equity, inclusion, and belonging programs and who should be accountable for those programs.They discuss the definition of DEIB; understanding that each person's various experiences “intersect” to create a unique individuals; “diversity” as a means rather than an end; equity through the four P's: policies, programs, practices and people; the difference between intersectionality vs. intersected identities; government and corporate trends away from Chief Diversity Officers; and the ADKAR model (awareness, desire, knowledge, ability, and reinforcement ) for change management.Good Morning, HR is brought to you by Imperative—premium background checks with fast and friendly service. For more information about our commitment to quality and excellent customer service, visit us at https://imperativeinfo.com. If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit https://goodmorninghr.com. About our Guest:Shani Dellimore Barrax (she/her/hers, formally Barrax Moore) is a strategic diversity, equity, and inclusion practitioner with more than 25 years of practical experience in organizational culture change and change leadership, training and development, strategic planning and execution, and coalition and capacity building. She serves as the Principal of Aurora Change Agency, a consulting firm partnering withorganizations to create intentionally inclusive and humane cultures of belonging characterized bypsychological safety, self-inquiry, and the freedom to innovate.A trained mediator, Cornell Certified Diversity Practitioner/Advanced Practitioner, Intercultural Development Inventory Qualified Administrator, and Prosci© Certified Change Management Practitioner, Shani has led and liaised with cross-functional teams across sectors - such as education, on-profit and professional associations, corporate entities and the arts - to increase individual and organizational capacities through change agency facilitation. Her skills include integration of cultural humility and self-reflection into learning and development strategy through innovative curriculum design and delivery, data storytelling for strategic road mapping, application of academic theory to practice, and inclusive leadership development. Shani spent several years in higher education, most recently as an Assistant Vice President of Diversity and Inclusion at the University of North Texas (UNT) where she led a learning and development team, planned and delivered the UNT Equity and Diversity Conference, managed employee resource groups and diversity and inclusion councils, and developed strategic partnerships for the university. At both UNT and Tarrant County College District, a community college where she served as the Chief Diversity and Inclusion Officer, she led an institution-wide campus inclusion climate survey and strategic planning process leading to institutional diversity and inclusion infrastructure. She served in a similar capacity for Vizient, a for profit health care performance improvement company where she led an emerging diversity and inclusion team and partnered with key stakeholders such as human resources to enhance policies and practices. Her thought leadership includes piloting INSIGHT Into Diversity Magazine's Women of Color Need Courageous Allies In the Academy Series, and partners with Viewfinder Campus-wide Climate Surveys for higher education data collection and analysis services. Her Coursera titled Inclusion, Diversity, Equity, and Access Essentials has become an international resource for DEIB capacity-building. A sought-after keynote speaker, facilitator, and presenter at numerous conferences events, and organizations, her thought leadership contributions include the NAIS publication Diversity Work in Independent Schools: The Practice and the Practitioner and textbooks such as Quantum Realities: Educational Truth-telling in an Era of Alternative Facts and Multicultural and Diversity Issues in Student Affairs Practice: A Professional Competency-Based Approach. A former city council candidate who lives in the Dallas-Fort Worth Metroplex, Shani serves on the boards of Child Care Group, North Texas Diversity Council, and Sigma Gamma Rho Sorority, Incorporated.Hailing from Raleigh, North Carolina and proud of her Caribbean heritage, she is an alumna of the University of North Carolina at Chapel Hill, a dance and UT Austin Mom, and cuddler to three cats.Shani Dellimore Barrax can be reached at:https://www.aurorachangeagency.com https://www.linkedin.com/in/shani-dellimore-barrax-aurorachangeagency About Mike Coffey:Mike Coffey is an entrepreneur, human resources professional, licensed private investigator, and HR consultant.In 1999, he founded Imperative, a background investigations firm helping risk-averse companies make well-informed decisions about the people they involve in their business.Today, Imperative serves hundreds of businesses across the US and, through its PFC Caregiver & Household Screening brand, many more private estates, family offices, and personal service agencies.Mike has been recognized as an Entrepreneur of Excellence and has twice been named HR Professional of the Year. Additionally, Imperative has been named the Texas Association of Business' small business of the year and is accredited by the Professional Background Screening Association. Mike is a member of the Fort Worth chapter of the Entrepreneurs' Organization and volunteers with the SHRM Texas State Council.Mike maintains his certification as a Senior Professional in Human Resources (SPHR) through the HR Certification Institute. He is also a SHRM Senior Certified Professional (SHRM-SCP).Mike lives in Fort Worth with his very patient wife. He practices yoga and maintains a keto diet, about both of which he will gladly tell you way more than you want to know.Learning Objectives:1. Understand the evolving concepts of diversity, equity, inclusion, and belonging.2. Explore the four dimensions of equity and their role in fostering inclusive workplace cultures.3. Evaluate the strategic placement and integration of DEIB efforts within the organizational structure.

**Podcast Title:** "Mastering ERP Implementation: Insights from an OCM Expert"   **Show Notes:**   **Introduction:** In this episode of Art of Consulting, we dive deep into the world of ERP (Enterprise Resource Planning) implementation with a focus on Organizational Change Management (OCM). Our special guest, Frederique Oberlin, an OCM extraordinaire with 18+ years of experience, shares invaluable insights and wisdom gained from various ERP projects.   **Episode Highlights:**   1. **Understanding Organizational Change Management (OCM):**    - Frederique defines OCM as the people side of a software implementation, emphasizing the importance of bringing employees along the project journey from the beginning rather than surprising them with a new system at the end.   2. **Challenges in ERP Implementation:**    - The conversation highlights how employees sometimes create their own processes outside of the ERP system, known as "shadow IT," due to various reasons like system limitations or lack of training.   3. **Measuring Success in ERP Implementation:**    - Frederique discusses key metrics for measuring success, such as assessing training effectiveness, tracking post-Go Live support tickets, and ensuring users are adopting the system as intended.   4. **Proactive Change Management:**    - The importance of proactive change management is emphasized, including the concept of the ADKAR journey (Awareness, Desire, Knowledge, Ability, Reinforcement) and how it aids in preparing employees for change.   5. **Hypercare:**    - Hypercare, the critical period immediately following Go Live, is explained as a time when additional support is crucial. Frederique shares strategies like deploying super users and providing a human presence for support, both in-person and virtually.   6. **Leadership's Role in OCM:**    - Frederique advises leaders to engage in candid conversations with OCM experts, understanding the expectations and requirements for communication, training, and support. Leaders' active involvement in training can significantly impact the success of the project.   **Conclusion:** Organizational Change Management is a vital aspect of any ERP implementation, and proactive planning, effective training, and leadership involvement are key to a successful transition. We appreciate Frederique Oberlin for sharing her expertise on this essential topic. Connect with her on LinkedIn https://www.linkedin.com/in/frederique-oberlin-86251712/     Stay tuned for more insightful episodes of Art of Consulting as we continue to explore the world of ERP and business transformation.  

Do you want to facilitate meetings with confidence? What can you say when you do not know the answer? In this episode Kim, Hannah and Victoria speak about: - How to confidently facilitate a meeting with unknown questions and requests. - Creating a training solution that focuses on knowledge (using the ADKAR model). - The psychology of why people buy/engage with something. Here are the resources mentioned: - How to Design a Learning Solution from Scratch | Learning with Belvista Studios (with James Gilchrist): https://youtu.be/p6Z-h46jy40 - James Gilchrist (LinkedIn): https://www.linkedin.com/in/jamesgilchristlldc/ - The Prosci ADKAR Model: https://www.prosci.com/methodology/adkar Our intent with Belvista Studios' Insights is to support others in the industry to take their instructional design and eLearning skills to the next level by sharing raw insights into what we are learning as a team at Belvista Studios.

Change management is a critical profession that focuses on the human side of change, utilizing various sciences and art to support successful projects and initiatives. Working alongside project management, change management ensures that individuals are prepared and equipped for transitions, driving long-term success.Doug Flory serves on the Board of Directors of the Association of Change Management Professional and describes himself as a Changeologist. In this episode of The Delighted Customers Podcast, we discuss:Implementation of five levers for effective change managementthe different levels of change management maturity and the role of trust in effective change implementationhe highlights popular methodologies, such as Prosci, ADKAR, Kotter's Eight Steps, and Lewin's Stagesthe intersection of change managment and customer experienceMeet DougWe first met at the ACMP Summit in Charlotte and the topic was the Intersection of Customer Experience and Change Management20 years of experience leading the way change works in Change Management & Transformation, Corporate Culture, and Ways of WorkingBackground includes a multi-disciplinary approach towards a people-centered solutionCurrently, Doug serves on the Board of Directors @ ACMP and is an Executive ConsultantHis office colleague is a Yorkshire Terrier who is still  how to trying to make copiesTimestamped overview[00:01:01] Podcast host empowers leaders to delight customers.[00:05:01] Change management: a profession focusing on people.[00:10:05] "Steps to implement change in organizations"[00:13:13] Understanding and applying different methodologies is crucial. Popular examples include pro size, ad, car, and model. They are taught in classes, followed by exams and certificates.[00:16:30] Professional credentials like CCMP and CCXP.[00:21:37] A global electric utility company faces challenges with change management. A consultant failed to handle the transition well, causing issues with HRIS system and employee trust. A new change management expert was brought in to rebuild trust and communication. The expert emphasizes the importance of identifying stakeholders, understanding change impacts, effective communication, training, and long-term sustainment. These levers are key to successful change management.[00:31:41] Trust is core to many challenges faced.[00:37:18] Impact of employee satisfaction on customer experience[00:42:06] Customer and employee voices drive engagement, trust.[00:43:53] Online retailer's bot miscommunication resolved by human.[00:47:25] Hard question, unexpected path, successful career.Subscribe to The Delighted Customer Podcast so you don't miss an episode: https://www.empoweredcx.com/podcast Subscribe to The Delighted Customer Newsletter for practical tips and insights: https://www.empoweredcx.com/delightedcustomersnewsletter

In today's episode, HUDDL3 CEO and The Future of Teamwork host Dane Groeneveld sits down with Stuart Andrews, an expert in driving organizational transformations. The two talk about fostering alignment, empathy, and the role of a servant leadership mentality in connecting with employees. Stuart also emphasizes ways to create an understanding of business value, the importance of psychological safety, and his goals for his book, 'The Leadership Shift.'Key Takeaways[00:11 - 02:21] Stuart's path to leadership and change management[02:22 - 04:59] The scale and types of transformations Stuart takes on[04:59 - 06:55] Silos and misalignment with KPIs[06:55 - 08:36] Sponsorship coalition and working toward collective results[08:37 - 12:01] How Stuart works with leadership on alignment exercises to address people's concerns[12:02 - 13:37] Dane talks about an alignment issue with Kurt Landon[13:39 - 16:08] Factors for leaders: vision[16:10 - 18:48] Strategic pillars that bolster the company vision[18:50 - 21:55] Factors for leadership: empathy and navigating noise[21:57 - 25:42] Creating policies and a culture that avoids organizational burnout[25:42 - 27:13] A mentality around creating value[27:13 - 29:44] Change management methodologies for disseminating information: ADKAR by Prosc[30:56 - 33:00] Psychological safety in the organization[33:03 - 35:48] Leadership Shift, the structure of Stuart's book[35:49 - 39:19] Servant leadership and genuine interest in the individual[39:21 - 42:13] How cultural fit and passion can affect alignment[42:15 - 43:54] AI and technology as team members[43:55 - 45:55] Stuart's takeaways and how to connect with him

In this special podcast, we have changed a few things... The Intro does not blow your ears out at the start... You can win a place at our 5th Birthday celebration with a simple HashTag and learn about Governance and Change on New Stream... EP116 is full of great information and a Free Dinner.  Finishing with a great idea generated by a 21 Year Old Whisky from our sponsor Secure-Mail-Merge by Alex Duggleby Steve has an idea that looks to combine your Governance plans with ADKAR and Marijn likes the picture, but we disagree with the Model and do not find agreement.  So you guys get one Model and 2 plans for implementation... you can choose the Marijn way or the Steve way... Such great Podcast Value!The podcast finished with the knowledge that the 21-year-old Austrian Whisky from the SecureMailMan Alex Duggleby as it created an excellent review of the Governance/Change idea and rounds it off with a new idea. This is Whisky Value Stream in action.

“We can't necessarily control change because organizations are living systems. But we can certainly more effectively manage the journey and impact and ramifications of the changes in our organization,” explains Tim Creasey, Chief Innovation Officer at Prosci, an international leader in change management. Today, he discusses new perspectives in the world of change management and what is needed for leaders to drive successful, authentic change within organizations. Change is both continuous and inevitable, so it is critical that leaders understand how to successfully guide their employees through the process. It is all well and good to make changes to the technical side of your organization, but without getting your people on board, successful change will be much more challenging to achieve. Prosci uses their ADKAR model to navigate constructive resistance to change at the individual level. This model refers to the awareness of the need for change, an individual's own desire for the change, the knowledge required for successful implementation, and the ability to actually implement the change. If one of those pieces is missing, that will cause resistance within the change process.  When employees understand the purpose for the change and how it will benefit them on an individual level, they are more likely to embrace the journey. Clearly define for your employees what is that the change is meant to accomplish and how it will impact each of them on an individual level. By managing each step of the process and being up front with your team, it will be much easier to navigate change as it occurs.  Quotes: “We can't necessarily control change, because organizations are living systems. But we can certainly more effectively manage the journey and impact and ramifications of the changes in our organization.” (6:37-6:50 | Tim) “If we don't define the change in terms of the impact it means to the people, we can never hope to help manage and support people through that change journey.” (16:28-16:36 | Tim) “If we want to set ourselves up for success, we need to define what it is we're setting out to achieve.” (20:59-21:03 | Tim) “Change is continuous, but change success is accessible with and through our people.” (31:43-31:49 | Tim)  Links: Mentioned in this episode: Learn more about Mike Horne on Linkedin Email Mike at mike@mike-horne.com Learn More About Executive and Organization Development with Mike Horne   Learn more about Tim Creasey: LinkedIn: https://www.linkedin.com/in/timcreasey/  Website: https://www.prosci.com/,  Book: https://www.amazon.com/Change-Management-People-Side/dp/193088561X/ref=sr_1_1?qid=1676994372&refinements=p_27%3ATimothy+Creasey&s=books&sr=1-1&text=Timothy+Creasey   Podcast production and show notes provided by HiveCast.fm

U ovoj epizodi Digitalk podkasta ponovo smo razgovarali o promenama, tačnije o upravljanju promenama u organizaciji. Sagovornica nam je bila Ivana Todorović kojoj i sama funkcija koju nosi puno govori - ona je Group Change Management Lead u kompaniji Coca-Cola HBC. Sam razgovor smo započeli o tome čime se bavi neko kome u tituli stoji change management, koje veštine i znanja su potrebne za obavljanje te vrste posla. Definisali smo malo više promene i ljudsku potrebu za promenama, odnosno koje to stvari ljude teraju da se opiru promenama a koje da ih prihvataju… Razgovarali smo o promenama u poslovnom kontekstu, šta sve može biit promena za jednu organizaciju, kako izgleda plan implementacije promena, šta je to ADKAR metodologija, koji su to rizici u implementaciji…. Za kraj smo se stavili u cipele onih koje promene implementiraju i onih na koje promene utiču. Ivana Todorović, Group Change Management Lead @ Coca-Cola HBC https://www.linkedin.com/in/ivana-todorovic-43688114/ https://www.instagram.com/smisljaonica/ Teme u ovoj epizodi: - Uvod i predstavljanje - Kako smo došli do razgovora o Change management-u? - Šta radi change manager i koje su to potrebne veštine i znanja za dobro obavljanje tog posla? - Upravljanje promenama nije nov koncept iako je u poslednje vreme možda „buzz word“. Međutim ljudi se suočavaju sa promenama od početka čovečanstva… - Zbog čega su ljudi spremni da se menjaju? - Kada kažemo promena u poslovnom kontekstu, šta to zapravo znači za jednu organizaciju? Šta je sve promena? - Kako da budemo sigurni da će implementacija promene biti uspešna? - Change management plan: ADKAR metodologija - Gde su rizici, gde možemo da se sapletemo? - Da se stavimo u cipele onih koje će pogoditi promena - Promene iz uglova top, middle menadžmenta - Promena iz ugla pojedinca - Upravljanje promenama - umesto zaključka - Kreativno razmišljanje - Smišljalica & Smišljaonica - Smišljalica & Digitalk giveaway Prijavite se na naš YouTube kanal: https://bit.ly/3uWtLES Posetite naš sajt i prijavite se na našu mailing listu - https://www.digitalk.rs Pratite DigiTalk.rs na društvenim mrežama: Facebook: https://www.facebook.com/Digitalk.rs Instagram: https://www.instagram.com/digitalk.rs/ Linkedin: https://www.linkedin.com/company/digitalkrs Veliku zahvalnost dugujemo kompanijama koje su prepoznale kvalitet onoga što radimo i odlučile da nas podrže i daju nam vetar u leđa: 1. Pokrovitelj podkasta: MTS - https://mts.rs/ 2. Partneri podkasta: - OTP banka - https://www.otpbanka.rs/ Nova mBanking aplikacija OTP banke: Google play - https://play.google.com/store/apps/details?id=eu.newfrontier.iBanking.mobile.SOG.Retail&hl=en App store - https://apps.apple.com/app/soge-m-bank/id803935073?ls=1 - kompanija Mastercard - https://www.mastercard.rs/sr-rs.html - Ananas - https://ananas.rs/ - kompanija Idea - https://online.idea.rs/ U Ideinoj online prodavnici unesite promo kod digitalk500 i očekuje vas 500 dinara popusta prilikom vaše online kupovine! 3. Prijatelj podkasta: - Izdavačka kuća Finesa - https://www.finesa.edu.rs/ U ovoj epizodi podelićemo dve knjige ‘'Trenje'' izdavačke kuće Finesa onima koji budu najbrži i najkreativniji sa komentarima, a možete nam slobodno pisati i na info@digitalk.rs i direktno nam uputiti komentar, sugestiju ili primedbu. Takođe, svi oni koji na Finesinom websajtu poruče knjige i unesu promo kod digitalk dobiće 10% popusta na već snižene cene izdanja na sajtu: https://www.finesa.edu.rs/

Del Nakhi joins us on the podcast to talk about change management frameworks that have helped her in her enablement journey! Why is change management important?What is the preferred framework?How to drive change effectively in your organisation?ADKAR: a model for change in businessCheck out Del onLinkedIn: https://www.linkedin.com/in/del-nakhi/Subscribe to the podcast and please leave a review!

Are SLAs just Secrets, Lies and Assumptions?  Do we fudge the KPIs to show we have excellent delivery?  It's possible, but XLA's are more difficult to fool.  The boys are talking about experience and happiness on this podcast that defines and describes XLA's, eXperience Levels Agreements and how they fit into the picture of SLA and OLA.Valentine's day caused some delays as it fell on a regular recording night, so Steve and Marijn had to delay swapping Vantine gifts, but we did that on this podcast.  But the delay revives some magic, and the Boys dig deep into some great tools to improve the end user experiences for delivering your Cloud and Microsoft 365 services to your users.We know what SLA OLA supports eXperience Level Agreements, and if you don't, you can learn something from Steve and Marijn as they talk about how this can improve the delivery, the change process and improve the tracking of Ability in the ADKAR process.All this and a Very different WHISKY FROM Finland as we return to the KYRO distillery for this episode's wee dram, maybe, just maybe, we have found a distillery that is just NOT to the taste of Marijn.This year we take on the road our Governance workshop and the key to that is understanding XLA's and much of today's learning you can drill down and catch in our Governance workshops through 2023.  https://techorama.be/workshops/practical-microsoft-365-baseline-governance/ 

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we're here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today I’m excited to have Brooke Eklund from Vonage join us. Brooke, I’d love for you to introduce yourself, your role, and your organization to our audience. Brooke Eklund: Hi Shawnna, thank you so much for having me. I’m Brooke Eklund and I’m a sales enablement manager at Vonage. I’ve been with the organization for just over a year now. I was previously with IBM for 13 years in many different roles, so my background is in sales actually. I’ve held roles as a seller, and a front-line sales manager leading early career sales professionals, as well as then moving into global sales transformation and this has really led me on my sales enablement journey. I’m also a member of a community called Women in Sales Enablement, WiSE, and it is such a wonderful community of professionals that get together and share best practices, ask each other questions, and open communication and this has really helped to shape the way I operate within sales enablement. SS: Brooke, we’re excited to have you and I absolutely echo the sentiment around WiSE. We recently partnered with them as well around a compensation career pathing and DE&I enablement report. So, to our audience, if you haven’t seen that yet go to salesenablement.pro to our report section and check that out. It’s a worthwhile read. Brooke, we’re excited to have you join us here on our podcast today and one of the reasons why we wanted to bring you on is to talk about one of your specialties which is around finding inefficiencies in the sales process and creating ways to solve them. I’d love for you to help our audience understand how you go about identifying these inefficiencies. BE: Absolutely. The biggest part for me is being hands-on. When I start to learn a new process, I want to know everything about it. I tend to use my personal sales experience as I’m going through this would this make sense to me as a seller? Would this be beneficial to me as a sales manager? I try to put that hat on as well. Another theme you’ll hear me use throughout the entire podcast is communication. Constantly communicating with sellers and other stakeholders in the organization. I can give you one example of a particular project I worked on a certain tool adoption where my role was to design a superior user experience for sellers. In doing that, I probably interviewed 60 sellers, looked at the different fields within the tool, and saw what tied into other tools and what would be beneficial. That’s just one of the ways of being hands-on and communicating to help find those inefficiencies. SS: Really interesting. How do you differentiate inefficiencies in the actual sales process and inefficiencies in an individual sales rep skill set? BE: That’s a great question. I would say that I look at it as if is it affecting all sellers or just a subset of sellers. Again, I’ll go back to communication and feedback. I lead a team called SEAT which is a seller experience advisory team' which is made up of a core group of sellers from across the business and different go-to-market functions. We meet on a structured basis two times a quarter but we have a very open and ongoing dialogue through different communication channels. We’re always listening to their needs. They’re very open with us. The feedback and engagement we get is very high quality in terms of helping us understand what’s working and what’s not, and where we can make refinements and advancements. SS: Once gaps have been identified in the process, what are the next steps that sales enablement practitioners should take to resolve them? BE: I would say that it takes constant optimization. Keeping up with new technologies, staying with the headwind, of course, being proactive in assessing inefficiencies, and being ahead of those conversations. Connecting with our audience on an ongoing basis across different parts of the business is just crucial. SS: Absolutely, many companies are currently changing their priorities to really reflect the current economic climate. When changes need to happen at scale, what do you do to drive the adoption of those new processes? BE: I try to use change management methodologies, particularly the ADKAR model: awareness for the seller's desire, or the what’s in it for me, do they have the knowledge and the ability and then that constant reinforcement with them. Individuals in sales roles have variable skill sets and differences in the timing of their enablement needs. One of the things that I think is really helpful is for sellers to self-assess their skills than have the managers validate them. We can then identify gaps, provide just-in-time learning, and then do knowledge checks. At that point, we’ll be able to see the relevance of learning to their daily activities. SS: Interesting, and what are some of the key metrics that you tracked to ensure the success of the change management effort? BE: Some of the metrics that I tend to use are particularly around engagement. Are they engaged in the process and being advocates or champions for what we’re trying to do in the business? Then, of course, we use NPS surveys to get additional feedback and data points from our audience. SS: Especially right now, everything’s changing at a rapid pace, but we know buyers’ needs in particular are changing. What advice would you have for other enablement practitioners on how to effectively keep up with the changes in the market? BE: Well you are definitely on track with things constantly changing. I would say the first thing would be the ability to pivot and be agile. Oftentimes I’ve been in situations where working on something specific suddenly takes a back burner and I have to be able to pivot. The other thing I would say is to stay up to date with trends in the industry and then also ensure that there’s alignment with ever-evolving customer journeys. Assuring that the buyer’s needs are aligned with what the sellers are doing. Those would be my recommendations. SS: I think that’s fantastic advice. Brooke, thank you so much for joining us today. I really appreciate your insights. BE: Thank you so much. It’s been an honor. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you'd like to share or a topic you'd like to learn more about, please let us know we'd love to hear from you.

In this week's episode, we're lucky to have seasoned Information Technology and Healthcare leader Katie McCullough. During this episode, Katie shares her over 25 years of Healthcare and IT experience as Katie, and I talk through her top 5 tips leaders should consider if they want to start up and maintain high functioning ProjectManagement Office (PMO) for their organization.Connect with Katie on LinkedIn at https://www.linkedin.com/in/katie-mccullough-8a75252a/Thank you all for listening. It was great to catch up with one of the best leaders I've had in my professional career.More on Project Management from the KEV Talks Podcast at https://kevtalkspod.com/?s=project+management&orderby=relevance&order=DESCMore on the ADKAR change management model from Prosci at https://kevtalkspod.com/manage-the-change-with-the-prosci-adkar-model/Have a plan to keep teams alignedStay informed with facts, not fear or rumorsGet involved so you can make a differenceGodspeed,Kevin

Yeah! One of our favorite guests, Tim Creasey, returns! This time we are talking about what happens if you realize, too late in the game, that you really didn't consider Change Management enough in your planning cycle.  It's such a universal experience of a project manager to not have change management, and so many of us end up in these situations where we struggle to see the real benefits of a change we've implemented.  We figured: why not start where most of us end up: in trouble! Join Kate and Kim as we talk with Tim about how to recover. About our amazing guest, Tim Creasey An author, researcher, change expert and human, Tim focuses on the people-side of change with process, wit and vigor. Tim's work forms the foundation of the world's largest body of knowledge on change management. His role as Chief Innovation Officer at Prosci gives him unparalleled insight into change management challenges, trends and futures. Having spoken to hundreds of thousands of people around the globe, Tim is authentic, knowledgeable and unassumingly funny. He enables audiences with valuable data and actionable information. And here are some links to some of Tim's other amazing content: 8 Alignment Hacks That Enhance Change Management Today While formal approaches to Change Management are a must for people-dependent projects and complex transformations, sometimes simple adjustments can help teams and colleagues remove roadblocks and enable rapid change during uncertain times. Why Change Management People are the common denominator for achieving project success and business outcomes and the research is clear: Initiatives with excellent change management are six times more likely to succeed. Taking Charge of Change Training Program Prosci's Taking Charge of Change 1-day program will help you get started on delivering change success through people. Tim's LinkedIn Profile Connect with Tim on LinkedIn and keep the change management conversation going! JOIN THE HAPPY HOUR! Get access to all podcasts, PDU certificates, bonus content, exclusive member Q&A webinars and more from our membership! https://pmhappyhour.com/membership STUMP THE PM'S! We love to hear about your tough PM issues, so please hit us up at podcast@pmhappyhour.com or on Linkedin and we'll see if we can help you. If we use your question, we'll send you a PM Happy Hour coaster you can enjoy at your next happy hour.

Leigh Ann Rodgers is the CEO and Founder of Better Teams, and is driven to positively impact corporate culture and cultivate happy, high-performing teams. She is also the host of Leading Better Teams podcast. In this episode, Leigh Ann shares thoughts on accountability, bonding/connection, and why virtual teams require extra work to build connections. Listen in for how to build strong virtual connections!   https://bit.ly/TLP-338   Key Takeaways [1:58] Leigh Ann volunteers three days a week at a local animal sanctuary for farm animals. There are pigs, horses, donkeys, goats, and cats. It's a beautiful little farm tucked into a forest. Leigh Ann feeds them and puts the hay out. It's a peaceful place. Leigh Ann does the afternoon shift. The early morning shift scoops the poop, so Leigh Ann is happy to go in the afternoon. [4:06] If members of a team are not being accountable to each other, the first thing to find out is why they are not. Leigh Ann says most of the time there is fear. It's a risky thing to hold a peer accountable. It may lead to them not liking you, retaliation, or conflict. [4:57] How do we create a culture and create trust where people want to hold each other accountable and want to be held accountable? It would be a culture where team members don't see accountability as a threat but as a way of teaming together to help everyone be the best that they can be. [6:04] One person can influence a team to a degree, depending on their status within the team. [7:17] The leader establishes the culture. The leader can tell the team that it is expected for them to have difficult conversations with each other instead of coming to the leader. It starts with the leader setting the tone and the expectation for open, candid conversation, with good intention, to help each other be their best. That requires real feedback. The leader also needs to reward that behavior. [9:55] If team members are unwilling to hold each other accountable, Leigh Ann loves the ADKAR model for changing behavior. Leigh Ann focuses on the first three aspects: Is the person Aware of their behavior? Do they Desire to change? Do they Know how to change? That's where Leigh Ann starts to figure out why a person is not willing to engage in difficult conversations. [11:50] One of the principles in Leigh Ann's Better Teams training is Readiness. The first element of Readiness is having the right equipment, tools, and resources. If you don't have those, advocate for yourself. The second element is competence and skill sets. Advocate for the competencies you need. It may involve getting a mentor. The third element is being adaptive, flexible, and agile. Can you pivot? [12:59] Leigh Ann relates being adaptive to stress levels. People are fairly adaptive but when stress levels get high, we begin to get less adaptive and flexible. When there's a lot of uncertainty, we start to crave certainty, which makes any new change feel bigger than it even may be. Recognize when your stress levels are high and advocate for ways to increase certainty so you can be flexible. [14:18] Instead of advocating for the organization to provide something for you, it is better for you to provide the tools, training, skills, and more to better yourself for the job you have or future roles. Advocating for yourself may become a barrier to doing something for yourself that is well within your capability. [15:09] Leigh Ann clarifies the difference between you managing your self-improvement and advocating for yourself to have the company provide an important solution that will benefit the company while benefiting you. What you can do without guidance or leadership, do independently. [16:38] Jan notes that past guest Kim Cameron, spoke a lot about abundance versus scarcity. As we come out of a pandemic, we hear more from our guests about abundance than scarcity. Maybe people are more open-minded than they were. Jan invites you, the listener, to connect on social media about trends you are seeing. And Jan is proposing a prize if somebody listens to all past episodes of the show! [18:11] Jan cites an HBR 1998 article on trust in the virtual team. Trust in virtual teams has been a topic for a while. [18:34] Leigh Ann says some teams are getting human connection right, and some are not doing as well. People need to feel bonded to the people they are working with. Many people miss being in the office with other people. It takes so much more effort to build a meaningful connection on a group call. When you disconnect from the call, you disconnect from the people. [19:56] Before the podcast started recording, Jan, Jim, and Leigh Ann were connected, talking about themselves. They were connecting and building rapport before starting the podcast. When meeting virtually, ask about each other. [21:30] Some individuals and teams want deeper connections and some do not. It has to be managed case by case. Leigh Ann is reading about oxytocin in the book Habits of a Happy Brain. Oxytocin makes us feel connected and bonded. It is released when you come together and start to feel that you know who people are a little bit more and you feel safe with each other. [22:43] When teams get together and do some sort of meaningful team exercise where they're really getting to know each other in a safe way and as they want to, it creates that sense of bonding that may not be there if you're just coming together running down a spreadsheet. We need to create spaces for teams to actually share what they want to about themselves and create that sense of connection. [23:13] Leigh Ann suggests building, even virtually, times for teams to come together with a little structure for teams to share and learn about each other. A simple example is to ask team members to bring with them an object that symbolizes something that they value highly. [23:50] Leigh Ann remembers someone bringing in a medal from running in a triathlon, and how running was part of her health journey. Another person brought in something that symbolized a medical challenge they had and a conversation that helped people on the team understand the person better. The team suddenly saw each other in a new dimension which made them more human to each other. [24:51] Another exercise is a DiSC® communication workshop. What are the different ways in which we like to communicate? Are you direct? Do you like to ask questions? [25:19] Doing some really meaningful team exercises like this allows people to get to know each other. Not necessarily sharing all their deep, dark family secrets, but it's a way to learn about each other and what makes people tick, and create that sense of bonding and closeness we don't get from typical business meetings. [26:18] You can get people together for celebrations. We tend to celebrate success and meeting goals. We celebrate outcomes. Dr. Carol Dweck focuses on growth mindset. How do we celebrate the effort, even if we fall short of the goal? We should celebrate growth, effort, and learning in addition to outcomes. It's also important to celebrate individual contributions and specialties each person brings. [29:04] On the farm where Leigh Ann volunteers, each of the 25 volunteers brings something unique. One volunteer loves to paint. She painted sayings all over the farm and created the farm calendar. One volunteer is meticulous with order and structure. It's important to celebrate the unique contributions of each person on your team. That makes them feel special and increases their serotonin, by the way. [30:32] Leigh Ann tells how she beat the doldrums. Although she loves what she does, she noticed last year she was getting “the blahs.” She had to do some soul-searching to figure it out. She had stopped learning and growing and needed some new things to play into her strengths. She did a lot of learning and coaching with people, reading, and writing that helped her energize again. She got curious! [32:40] Jan and Jim noticed that at the beginning of the pandemic, leaders were energized by the crisis. After 18 months, the same leaders were fired. They couldn't react anymore, they had to step back and think. They had to be proactive. We're still in that stage, where people are planning and budgeting and projecting what will happen. Jan directs people to what they value. [33:33] Leigh Ann often asks people to ask themselves “What do you want?” and “What do you need?” That's the beginning to find out how you get to that. [34:23] Leigh Ann's listener challenge: Put pen to paper, think about, and first ask yourself, what do you want and what do you need? If you're not sure, grab a coach to help you think that through. Do some self-reflection and figure it out. Second, ask how you get out of your way. Third, ask how you prioritize and plan to get there. Leigh Ann has sessions starting in January that can help you through this. [36:13] Closing quote: Remember, “Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilization work.” — Vince Lombardi   Quotable Quotes “How do we create a culture and create trust where people want to hold each other accountable and want to be held accountable? And they don't see it as a threat. They see it as a way of teaming together to help everyone be the best that they can be.” — Leigh Ann “In general, people are fairly adaptive but when stress levels get really high, we begin to get less adaptive and flexible. When there's a lot of uncertainty, we start to crave certainty, which makes any new change feel bigger than it even may be.” — Leigh Ann “We've got to figure out ways to create spaces for teams to actually share what they want to about themselves and create that sense of connection and bonding and I think we've got to build that in, even more than just, ‘How are you doing?'” — Leigh Ann “Doing some really meaningful team exercises … allows people to get to know each other. And not necessarily for sharing all their deep, dark family secrets, but it's a way to learn about each other and what makes people tick, and create that sense of bonding.” — Leigh Ann “Take time to put pen to paper and think about what you want and what you need. … And if you're really not sure, grab a coach. A coach can help you think that through, as well, but do some self-reflection and figure that out.” — Leigh Ann   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC Leigh Ann Rodgers Better Teams Team Consultant Academy Leading Better Teams podcast Change management (including ADKAR) Kim Cameron Organization — Trust in Virtual Teams, HBR Habits of a Happy Brain: Retrain Your Brain to Boost Your Serotonin, Dopamine, Oxytocin, & Endorphin Levels, by Loretta Graziano Breuning DiSC® Carol Dweck, Ph.D.

We need Game Changing Performance to create Inclusion Find out how from an author that claims to deliver Here's some key messages from this episode: – The CAPE Process developed by the author – The ADKAR model the author suggests for Chief Diversity Officers – The challenges that mean Chief Diversity Officers are set up … Diversity and Inclusion Matters [Book Review] Read More » The post Diversity and Inclusion Matters [Book Review] appeared first on Element of Inclusion.

Based on the successful ADKAR Podcast series from Office365Distilled, this workshop by Steve Dalby and Marijn Somers (MVP) looks at the practical sides of Adoption and Change. Focusing on communications and Key messages, Steve outlines the model developed by the boys that give you the tools to plan and build your communications around Awareness and Desire.  This model gets you 30% of the way forward in preparing the company for the change.

By combining strong values, change management systems, and clear goals, Rachel Southard, the President of Men in Kilts, one of the Threshold Brands, is leading this 20-year brand to being an overnight sensation.The brand is true to the customer journey and encourages the franchisees to THINK BIG and EMBRACE CHANGE.  But that takes careful planning.  Tune in to learn how they are making change using ADKAR. You can reach Rachel at rsouthard@meninkilts.com We don't just talk about operations, we help you refine them. Check out how FranWise can help your business!

What can go wrong with introducing new features and functionality from the Microsoft365 set of applications?In this episode of Office365Distilled, Steve gives Marijn something to look forward to as he starts the podcast with a howl...Then the conversation turns to a lot of golden nuggets as areas of change risk are identified before moving to look at where people can be forced... or encouraged to do things differently.Enjoy everyone, and maybe we will see you at the MGM Grand in December at the great Las Vegas... the place on earth for conferences... 

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we're here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today I’m excited to have Jeromy Proulx from Humana join us. Jeromy, I would love for you to introduce yourself, your role, and your organization to our audience. Jeromy Proulx: Hi Shawnna, thank you for having me. I’m Jeromy Proulx and I currently serve as the head of sales technology and transformation at Humana. We’re a leading Fortune 50 healthcare organization that provides a number of different products and services to help people achieve lifelong well-being. In addition to my responsibilities at Humana, I also serve as an adjunct faculty at Northeastern University, a top 50 research institution in Boston Massachusetts. My career started in sales and marketing across several different industries including consumer packaged goods, investments, and insurance products, before stepping into sales management, execution and enablement roles over the last several years. SS: Fantastic. Well, we’re excited to have you here Jeromy. I noticed that you also actually teach as a professor at Northeastern University and one of your areas of expertise is around project management. From your perspective, why are project management skills so critical for enablement professionals? JP: Thank you for the question, Shawnna. I believe project management skills are imperative regardless of what role you serve to an organization, but more particularly within the sales enablement space. My focus in the classroom has been on the intersection of common waterfall project management skills and agile project management skills that have become more prevalent in the workplace today. These are skills that absolutely transcend both disciplines, such as being an effective communicator, the art of negotiation and influence, general time management, and risk management skills, just to name a few. If you think about it, these are also critical skills to being a great enablement leader. Whether you’re focused on training and development activities or enablement tools and technology, you will undoubtedly have to use project management skills to deliver value to the organization. Over the last decade, the emergence of agile project management has created greater alignment in my opinion with the enablement space as you think about some of the core principles and agile methodologies. SS: I think that’s fantastic. You talk about this a little bit, but what are some of the key principles of project management that you found most essential to your role, particularly leading sales technology and transformation efforts? JP: One of the first agile principles centers around the rapid and continuous delivery of value. Whereas traditional project management methods would focus more on a big bang that could take several months to get to. In the sales enablement space, it’s all about the value of delivering to field-facing roles. If you have the ability to deploy practices, test, learn, and iterate, that is way more effective than doing a significant amount of work only to find out you missed the mark in the end. Agile inherently promotes this fail-forward mentality and teams which ensures that you achieve the desired impact as efficiently as possible in your work. By taking this test, learn and iterate mindset, you hit three other agile principles, simplicity is essential, regular reflection, and continuous excellence promotes agility. As an example in action, if you are tasked with building a 90-day sales onboarding program, rather than go build out all 90 days in detail, you would break down the work into minimum viable program elements that would allow you to get some feedback, incorporate that feedback and enhance the design. That might mean focusing on the first 30 days, or even smaller increments to understand what are the right things for a rep to know to improve ramp or time to market. SS: I love that approach. Now when it comes to implementing new tools in your tech stack, what are some of your best practices for managing that process? JP: This is a great question and I think there are two parts to this answer. First, is the project management side of implementation, and the second is the change management components. When implementing new tools, there was some advice I received from a leader a few years back as we worked through a pretty tough transformation and merger of two companies. She always used to say for every project it is imperative that there’s clarity on scope and that everyone operates with a sense of urgency. That’s not really earth-shattering advice but it’s a good grounding factor whenever you’re working towards bringing new capabilities to your sales partners. Having clarity on the scope means you’re crisp on what the new tools are intended to do, who your impacted audience is, and ultimately your path that gets you to that objective. Without a clearly defined and documented scope, you’ll end up moving the goalpost for the project and driving an increased risk of going behind schedule or more adversely, over budget. When it comes to a sense of urgency. I trace this back to the aforementioned points on value. The quintessential saying in sales time is money, the more time you take to implement a tool ultimately means time lost when the value could have been delivered to your end user. The second part of this answer is the change management components that support the delivery. We often get sucked into the project plan for the development of these capabilities and overlook the most important part, which is how we generate excitement and desire with the end users. Don’t discount how important this is having great change management, go-to-market or operational readiness plan can make an incredible difference in driving a successful tool or technology implementation. People often think of change management plans as being a communication plan, and while communication is absolutely a major component of the change management plan, it’s not the only thing, it’s about managing everything from the why we’re giving this awesome tool to you, to how you manage resistance and provide reinforcement as individuals move through the change curve. There’s a ton of research that points to, you know, nearly two-thirds of implementations failing due to the inability to manage behaviors and drive adoption. Two-thirds is a lot. SS: Absolutely, it is. As you mentioned, one challenge that can arise is driving that adoption, especially amongst reps who may be resistant to change. How can enablement practitioners overcome this challenge to help sales reps navigate digital transformation? JP: I’m a big believer in the adkar model for change management and every go-to-market or operational readiness plan should address each element within that model. Adkar stands for awareness, desire, knowledge, assessment, and reinforcement. While there is no one component of the adkar model that’s more important than the other, I want to focus our conversation on desire as executing well in that stage is the best way to manage rep resistance right out of the gate. Think of desire as either the carrot or the stick to quoting that often used idiom. In the enablement space nearly everything a team will deliver is an effort of making reps more efficient and effective in their job with the carrots being more time, more sales, and ultimately more commission in their pocket. To take that a bit further an approach I’ve used several times is to designate a pilot or change champion group. They get to be a part of the sausage making if you will and ultimately lead the change in their respective roles as you start to inch closer to deployment. A dear friend of mine and author of The Snowball System, Mo Bunnell, described this approach well. It’s called the red velvet rope approach. When you bring a certain group of people inside the red velvet rope, they feel that exclusivity, that special treatment that not everyone is getting, and in nearly all situations, they become your biggest supporters. Inversely, those that are outside of the velvet rope start to hear that positivity from your change champions and inherently develop a sense of excitement and desire for the change. If you do this well, you’ve likely captured the hearts and minds of 90% of the group. Now for the remaining 10%, this is where the preparation for your front-line managers with a plan to handle objections and resistance becomes important. Research shows that when it comes to talking about the impacts and importance of changes, they don’t want to hear from the enablement team or even the executive leaders. Over 70% of the recipients of change want that detail to come directly from their front-line leader. So ensuring that you equip sales leaders to handle those conversations and potential objections is very important. SS: Absolutely, I like that adkar model. Now, beyond adding new tools, what are some of your best practices for ensuring the long-term efficiency and effectiveness of your existing text stack to help drive up productivity? JP: In today’s world of sales enablement there are so many tools and technologies that can drive productivity and I think a lot of people inherently go to we need another application or vendor to solve X problem when really that problem could be the result of poor adoption in another capability. From my perspective, there are three core components in ensuring that you get efficiency and effectiveness out of your technology. Knowing your platform KPIs, creating a regular cadence of communication, and an approach to ongoing reinforcement are those 3 components. If you know what outcomes you want to see, maybe that’s time spent in a particular application or tool, you communicate regularly on how things are going, top to bottom of the organization, and use that data to build that reinforcement plan, maybe that’s more training, maybe that’s some sort of compensation penalty. By doing those three things consistently you’ll ensure you’re getting the most out of your text stack. The other piece of guidance I would give here is to look for opportunities for integration and rationalization for the organizations. I’ve led we don’t even consider a tool if there isn’t a CRM integration since that’s the primary technology we want our sales teams to utilize. There are so many things that a rep could use to execute their job effectively and going back to the agile principle of simplicity is essential, either rationalizing these tools into one vendor or having integrations that make them feel like it’s one vendor is a straightforward way to avoid barriers to utilization. SS: I do like that approach. Now, the last question for you, Jeromy. Looking ahead to the next year, how do you think the digital landscape will continue to evolve and how can enablement practitioners effectively prepare reps for those transformations on the horizon? JP: There’s a ton of research pointing to digital or omnichannel sales interactions being the way of the future coming out of the pandemic. B2B buyers have shifted their preferences to digital and when you think about the purchasing process, less than 20% of that time in the process will the buyer actually spend with a sales rep. That means as a sales rep, you need to find ways for you or your brand to show up in a digital mode. As a sales manager, you need to ensure that reps lean into those capabilities that promote that digital engagement. So much revenue intelligence can be gathered through digital channels and this can be incredibly insightful to how that buyer’s journey progresses. As a practitioner, preparation starts with the organization’s culture. The saying of change is the only constant is so true. We continue to be in this time of unprecedented technological advancement and that means the way in which we sell will also evolve. I believe if you create a culture of empowerment, and transparency and remain highly communicative, your organization will be less change adverse and will decrease the amplitude between the peaks and valleys of your transformation. The last piece of advice here is to watch for leaky sponges. When you think about the pace of transformation, like a sponge, an organization can only absorb so much. When you start to see people’s sponges leak, you know it’s time to take pause, let them dry out, and give them the ability to absorb more. SS: I like that analogy. Jeromy, thank you so much for taking the time to chat with us. I appreciate your insights on digital transformation within sales enablement. JP: Thank you Shawnna. It was great speaking with you. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you'd like to share or a topic you'd like to learn more about, please let us know we'd love to hear from you.

ABOUT OUR GUEST:  Mary Verrone is the founder of Change Management Pros consulting where she is passionately committed to driving great user experiences for those whose jobs change due to systems, tool, process, or organizational change.   Mary is an industry thought leader, strategist, experienced speaker, trainer and mentor in Organizational Change Management with a wealth of global experience. She is a certified Change Practitioner with Prosci and LaMarsh, Project Management Professional (PMP) from PMI and Six Sigma White Belt. CONNECT WITH MARY LinkedIn   You Tube - Change Mangement Pros    Website EPISODE AND EMPOWERING WOMEN IN INDUSTRY LINKSProsci Methodology OverviewProsci ADKAR ModelHBR Article: Managers, What Are You Doing About Change Exhaustion?Empowering Women October 13 2022 Conference RegistrationEmpowering Women WebsiteEmpowering Women Slack ChannelEmpowering Women Events (Including Meet Ups)QUOTES AND KEY TAKEAWAYSHBR Definition of Change Fatigue:  “feeling apathetic towards or overwhelmed by too many organizational changes in a row.”“73% of organizations report they have change saturation but only 20% do anything about it.”Symptoms of Change Fatigue:  (1) People are overly emotional. (2) Change resistance. (3) People complain more.What Can You Do About Change Fatigue:  (1) Watch for it.  Check in on people. (2) Have an inventory of all that is going on and its impact. (3) Prioritize those changes. “People are told to change but they don't know how”Prosci:  “You track the user experience and there's five stages a user goes through.”  The stages are:  awareness, desire, knowledge, ability, and reinforcement (sustainability) (ADKAR).When change isn't done well:  “A lack of trust now.  You are not going to trust future changes.  Somebody does one bad one and your like ‘ugh'. “Change Mistake:  “Project teams don't think about the users.  They don't have a choice; they are going to have to accept it. Change Mistake:  “To not have a strong sponsor.  A lot of projects I am on do not have a sponsor.”

Listen in as I chat with Glenn Smith about leveraging the ADKAR change management model in L&D. --- Tune into these previous IYAB episodes name dropped in the show: S2 E23: What we do WRONG in Learning Consulting with Stella Lee S2 E27: About 7Taps with Kate Udalova S1 E56: Change Management and L&D with Judd Hoekstra --- Support this podcast: https://anchor.fm/ifyouaskbetty/support

Episode page: https://www.leanblog.org/444 My guest for Episode #444 of the Lean Blog Interviews Podcast is Michele Smith. She is CEO and an Executive Coach with her firm Better Possibilities, LLC. Michele is the former director for the Sutter Improvement System at Sutter Health. She is a Catalysis faculty member and she is is leading a workshop June 7th at the Lean Healthcare Transformation Summit called Winning the People Side of Transformation in Salt Lake City. The Summit is being held June 6 to 9 (with the main days being the 8th and 9th). I hope to see you at the Summit. Michele is a dedicated Executive/Leadership Coach with extensive experience coaching individuals across all levels of the organization. She has broad experience as a designated leader and change management consultant, with expertise in team building, leadership development, and facilitation/coaching of leadership to arrive at an organizational strategy with aligned goals, solutions, and ultimately culture change. Today, we discuss topics and questions including: Tell us a bit about Lean at Sutter — the Sutter Improvement System A management system? A roadmap vs. GPS? Wanting an “organization of problem solvers” – how do we define problem solving? How to help shift from fire fighting and workarounds to problem solving to root? Short-term countermeasures vs long-term countermeasures  Management behaviors that lead to the continuous improvement culture? “Leaders to let go of control” Helping leaders through this via change management methods? Motivations to change?   What is ADKAR? Awareness, Desire, Knowledge, Ability, Reinforcement Ah-has — Change management vs. “just change”  Shoehorning change (communication to the masses) in at the end of an improvement event? Bringing the broader team along — keeping them informed, getting their input before and during the event, not just after? Leaders going through their ADKAR process and then how do you help others go through it??? The important of joy / happiness in accepting change?? Secret sauce – “The Happiness Advantage”