Master Facilitator Journal

Master Facilitator Journal | Issue #0447, June 8, 2010

 
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Dear Friends,







This week's article, Planning a Change comes courtesy of Michael Cardus, founder of Create-Learning.com. When planning for a change you need to be both reflective and purposeful. Michael offers a great model for finding and filling the holes in both professional and personal change initiatives that if missing, could sabatage your efforts. Let us know what you think.

Does your company have money to waste? I don’t think so! But statistics consistently show, as does your intuition I would imagine, that most companies do waste a lot of money on meetings. Join us this Thursday for a one-hour webinar, Make Every Meeting Great to learn how to save a lot of time and money by only attending and running meetings that work. See details after the article.

New Fractal Facilitation Model.
Check out our new comprehensive guide to designing and facilitating Teleclasses and Virtual Meetings based on a new Fractal Facilitation Model. Check out details here.

We hope our work continues to bring inspiration to your world. Thank you for being a part of our growing community. Please continue to send the wonderful feedback.

Blessings,

Steve Davis

Founder, FacilitatorU.com



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assessment primer

The Point


Planning a Change
Know the success factors required for a successful change initiative


Group Process Skill


When planning for a change you need to be both reflective and purposeful. This change may be personal and or professional. I don't necessarily recommend a total development before launch. But I do offer the Change Planning model below to help you as a leader determine the pieces you may be missing that could sabatage your change initiative.

planning a change

Application

Below are questions that will serve you in thinking through, planning, and making successful action steps for a change.

Planning a Change Question Sheet

Vision


• What is the purpose?
• Who will it affect? How?
• Why is it important to your team? The organization/business/community?
• What made you decide that this is important?
• Did you ask your team for input? If so how and what was their input? If not, why not?
• How will this change affect the staff? Those you serve (clients, customers, vendors, suppliers, supervisor(s), etc...)? You as a leader?
• Describe the ideal state. Describe the current state. How will you achieve the ideal state?

Skills

• In what ways might the staff and your existing skill set be useful for the change?
• What new skills will be needed?
• How will you accomplish training these new skills?
• Explain, in detail the necessary skill set for completion of change (if multiple people have/need multiple skills, list the key responsibilities of the change and the necessary skill sets for success)
• What skills will you as leader(s) need for implementation of the vision?
• How can the Leadership team partner with you to enable completion?

Incentives. Explain your plan to move your team and yourself towards completion of this change.

• Why should we work towards this change?
• How is this change relevant? Now? In the future?
• Identify the resistors to the change.
• What will keep you, as the leader motivated?
• How will you continue to keep the team focused?
• How will you measure success and failure?
• What steps will you take to reward success and re-direct unmotivated team members?

Resources. Explain what you have and what you need.

• What kind of budget will be available?
• How much time is needed?
• Explain how this change will be delegated to staff members.
• What will be the steps for follow-up and accountability?
• What resource do you currently have available (list everything from paperwork to people to machines to policies - the more explicit you are in what you have the better your completion will be).
• What resources will you need (list everything from paperwork to people to machines to policies - the more explicit you are in what you need the better your completion will be)
• In what ways may you secure these needs?

Action Plan. Explain in detail what you are going to do and how it will get done.

• Re-visit your Vision, and break the change into steps.
• What are the steps for completion?
• Goal (Quality, Quantity, Time Frame, Resources) - What is the 1st step for completion?
• Strategy - In what ways might you implement a strategy for completion of the 1st step?
• Objective - How will you know that you have completed the 1st step?
• Responsibility - Who’s going to accomplish the objective?
• Timeline - When is the implementer going to accomplish that objective?
• Feedback and Evaluation - Who and how is the implementer going to know if they accomplished good or bad work on their objective?

Final Thoughts

• How do you plan for a change?
• What existing processes do you / team / organization have in place for reflective thought?
• Would this system work for plans outside of change? what would be different?
• Describe how this applies to your current practice / life?

About the Author. Michael Cardus founded Create-Learning, a Buffalo NY-based learning and consulting firm that provides experiential development to create great experiences for improved performance and lasting memories. He facilitates, educates, and speaks with groups in a variety of settings including Fortune 500 Companies, small businesses, universities and classrooms. Best known for his high energy and creativity, Mike has facilitated groups from as small as two to as many as three thousand.

Add Your Comments



Action

Are you considering a change? Are you taking the steps recommended in this model? Please click on the Add Your Comments link above and share your thoughts, stories, and experiences around this topic. I'd love to hear from you!


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