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Push Organizational Change to the Front Lines

Engage managers and supervisors in organizational change management success.

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Your Challenge

  • Human behavior is largely a blind spot during project planning. In IT especially, project planning tends to fixate on technology and underestimate the behavioral and cultural factors that inhibit user adoption.
  • Organizational change management can help, but it needs to be properly resourced – especially for major transformations, a single change manager can’t do it all alone. To effectively reach staff on the front lines, and mitigate their concerns and uncertainty around the transition, a strong change network is required.
  • Frontline managers and supervisors are best situated to comprise these networks and lead the change for their teams.

Our Advice

Critical Insight

  • The majority of organizations fail to properly utilize their managers as change leaders. Managers and supervisors largely lack the skills, training, and tools they need to competently transition their teams through to the future state.
  • Managers play a dual role in change management: they are both subject to the change and change leaders. As subjects to the change, they need to understand the change and reconcile what it means to their role before they can confidently coach and lead their teams. Statistics show that a failure to properly prepare managers for a change leads to them becoming one of the biggest sources of resistance on change initiatives.

Impact and Result

  • Get managers on board with the change. Managers are both impacted by changes and they impact those changes. Before managers and supervisors can lead a change, they first need to come to terms with how change impacts them. Use the template activities in this research to help managers accept the change and lead it.
  • Provide managers with the tools they need to deal with frontline resistance and communicate change progress. This research comes with a purpose-built change management tool to help frontline managers proactively think through change impacts to their teams and prepare communication and coaching plans accordingly.
  • Create a symbiotic relationship between change managers and frontline managers. To reach individuals on the front lines, change management benefits from open lines of communication between change managers and people managers. The tools and templates in this research will help foster these ongoing lines of communication.

Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should push change management practices to the front lines, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

1. Equip frontline managers for change management success

Define and configure a purpose-built change management tool, and train managers and supervisors in change management competencies.

Guided Implementations

This guided implementation is a five call advisory process.

Guided Implementation #1 - Adopt a tactical approach to employee coaching plans

Call #1 - Scoping call to determine the organization’s current state and to review Info-Tech’s Frontline Manager Coaching Plan Workbook.
Call #2 - Develop change impact analysis and communication processes using the workbook.
Call #3 - Cultivate coaching plan and training plan practices for your frontline managers using the workbook.

Guided Implementation #2 - Engage managers and supervisors in the change management process

Call #1 - Design the guiding principles for a change initiative.
Call #2 - Customize Info-Tech’s Frontline Manager Change Management Training Template and prepare to communicate to managers.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Assess OCM Capabilities

The Purpose

Assess the current state of organizational change management (OCM) and establish a realistic target state.

Key Benefits Achieved

Realistic and well-informed workshop goals.

Activities

Outputs

1.1

Introductions and workshop expectations activity

  • Realistic workshop goals and expectations
1.2

OCM SWOT Analysis

  • OCM SWOT Analysis
1.3

Assess pain points and analyze root causes

  • Root cause analysis

Module 2: Analyze Impact of the Change

The Purpose

Develop a methodology for analyzing change impacts on specific stakeholders early in project planning.

Key Benefits Achieved

A more informed approach to project and change management planning that takes into account specific change impacts on individuals.

Activities

Outputs

2.1

Analyze the impact of the change across multiple dimensions and team members

  • Impact analysis
2.2

Create an impact management plan

  • Impact management plan
2.3

Develop stakeholder-specific communication plans

  • Message canvas and communication plan

Module 3: Develop Employee Coaching Plans

The Purpose

Develop a framework for frontline managers to better transition their teams through change.

Key Benefits Achieved

Better prepared frontline managers and happier frontline staff.

Activities

Outputs

3.1

Review change reaction model

  • Change reaction personas
3.2

Design situational awareness activities for frontline employees

  • Methods for building change awareness and knowledge
3.3

Document change engagement activities

  • Tactics for building frontline desire to accept the change
3.4

Design a process to monitor change adoption

  • Approaches and metrics to reinforce the change and ensure its adoption

Module 4: Prepare Employee Training Plans

The Purpose

Analyze and document the training needs of staff to support future state roles.

Key Benefits Achieved

  • A skills and knowledge gap analysis
  • Better prepared staff to transition to the future state

Activities

Outputs

4.1

Map out future state activities for team roles

  • Training Plan Requirements
4.2

Assess skills and knowledge requirements and analyze gaps

  • Training Management Plan Tool

Module 5: Prepare Frontline Managers

The Purpose

Review communication best practices and tactics for dealing with emotional responses to change.

Key Benefits Achieved

Frontline managers who are better equipped to deal with the emotional side of change.

Activities

Outputs

5.1

Communication best practices

  • Guiding principles for the change
5.2

Dealing with emotional responses to change

  • Resistance management plan
5.3

Role playing activity

  • Insights generated from role playing activity

Search Code: 88967
Published: June 28, 2019
Last Revised: June 28, 2019