Making Lean Six Sigma Work Embedding Change

into the Fabric of the Organisation

www.beyondlean6sigma.com
Lean Six Sigma Yellow, Green & Black Belt Training and Certification

What determines whether change Sticks or not ?

The beliefs, behaviour and actions of individuals all form part of the make
up of the Culture of an organisation
Make no mistake, these are the most difficult to influence of the prerequisites to successful change listed overleaf, which is why they are
often ignored and change efforts struggle.

What determines whether change Sticks or not ?

In order for anything to remain in place, it has to be accepted as The norm or the
Modus Operandi, or put quite simply, Its the way we do things around here.
The change must become part of the culture of the organisation. If it doesnt, it will
always be The stuff we have to do as well as our day job and will be dropped at
the earliest opportunity.

Culture
Associated words and phrases.
Way of life, customs, traditions
Society, background, ethnicity
Conduct, behaviour, habits, manner
Definitions
relating to the cultivation of the mind or manners especially through artistic or
intellectual activity
the norms and values that people live by
...unwritten rules that define what is expected of people and how they should
behave
the way we do things around here

How are Cultures Shaped?

Largely a direct result of the behaviour, values and beliefs of the leadership
Change agents within an organisation who exhibit a pioneering spirit
Define a picture and feel of the desired future
Plan a strategy and roadmap to make it happen

Involve as many people as possible who will define it, create a plan and take the
actions necessary for it to be realised
Effort, skill and patience

How are Cultures Shaped?

Largely a direct result of the behaviour, values and beliefs of the leadership
Change agents within an organisation who exhibit a pioneering spirit
Define a picture and feel of the desired future

One of the key ways this is exhibited is

Plan a strategy and roadmap
to make
it happen
by the
embracing
of Gemba
Management (See separate
Involve as many people as possible who will define it, create a plan and take the
presentation. This explains How and
Gemba
actions necessary for Why
it to be
realisedManagement is carried out)
Effort, skill and patience

How are Cultures Shaped?

Largely a direct result of the behaviour, values and beliefs of the leadership
Change agents within an organisation who exhibit a pioneering spirit
Define a picture and feel of the desired future

This is the key to shaping the

Plan a strategy and roadmap to make it happen
organisational culture.
Soas
how
do wewho
shape
the behaviour,
Involve as many people
possible
will define
it, create a plan and take the
values and beliefs of the leadership?

actions necessary for it to be realised

Effort, skill and patience

Mapping the known network is an important

first step An example
Level of involvement
Re-eng

Blocking
Move
Dir

BL

Proc
Dir
CEO

For change

Professional
group 1

Dir.

Professional
group 2

Relationship
Strong
Weak

Against change

Active

Pioneers

Settlers

Well
Poisoners

Old
Dogs

Passive

Level of involvement

Some types of people you may encounter

Positive

Orientation towards change Negative

Active

Passive

Level of involvement

How to spot them

Successful pioneers
Have vision, are enegetic, take risks,
challenge conventional thinking,
are impatient, sometimes lack a
detailed approach, recognise that
they need a high quality support
team around them, move on once
a challenge has been met, find
reasons why

Settlers
Feed the pioneers with the
physical & emotional resources
they need, are more conservative
by nature, often have a more
methodical and detailed
approach, warn pioneers of
potential dangers, come to the
rescue when necessary

Positive

Well Poisoners / Assassins

Find ways to saboitage
and/or delay advances by;
talking much and doing nothing,
setting up committees that promise
much & deliver little, spread unhelpful
rumours, discredit people,
intentionally avoid taking
responsibility & find reasons why not.
Can be terriifc allies if they can be
turned
Old dogs
Lament about how good
things were in the old days,
keep their head down, when
necessary align themselves
with the Well Poisoners in order
to preserve the status quo,

Orientation towards change

Negative

How does this benefit us? - It helps to figure

out who needs to be worked on.
Questions to help you work out
what moves to make..
Who has a need that I/we can & must satisfy? either a business or a specific person
Who do you know who is respected by the people you need to influence?
Who do you know that you suspect might be respected by the people you need to
influence?
If you dont know anyone then what research will you need to do to find out?
What chains or links between people can you create?
What value could you create for the person/people in the chain?

Example: Specific actions can be taken to

build support and achieve consensus
New
People

Involvement
WIIFMs
Persuade

Move

Re-eng
BL

Proc
Dir

Professional
Group 1

Dir

Y
CEO
Dir.

For change

Professional
Group 2

WIIFMs
Point
out
benefits

Relationship
Strong
Weak

Against change

How do we do this?
Ok, so weve covered what we need to do to make Change stick but to be honest, thats the easy bit.
Now we get into HOW we go about changing the beliefs, behaviours and actions of the key people
connected to the change programme. This can only be achieved by influencing, negotiating,
demonstrating the benefits and getting the stakeholders to WANT to do things differently.
Some say these are the Soft skills or the Fluffy stuff or People skills and that some people have
these as a natural ability but they cant really be taught to people who dont Have it.
Thats absolute garbage! This is an exact science, as exact a science as physics. Its common name
is
SALES
Or, how we use these exact techniques to build solid relationships with high degrees of rapport and
trust in order to get our stakeholders to actively want to exhibit the desired behaviours and actions that
will in turn, shape the culture into one which embraces the changes introduced, as the new Norm.

Being a change agent / Consultant is like being a

sales person because
Its all about influencing and persuading people to make a decision to adopt or

buy a new way of doing things

It often involves building a case for change with many people
The skills of qualifying, presenting, negotiating, closing & implementing are the

same
There is often competition (either internal or external)
There will be resistance and objections
Its a people thing!

Why being a successful change agent / Consultant is

often much tougher than being a sales person
Buyers expect salespeople to sell and are
prepared to be lead
Sales people are trained to sell e.g. to
qualify, present, negotiate etc
Salespeople are motivated by targets to
close sales
Top sales people recognise the skill in the
profession and develop a strong sense of
identity
Sales people when selling normally have
only one agenda
Easy to criticise an external company if
things go wrong

Buyers may have many different

expectations & suspicions of a CA
CAs are unlikely to have a strong sales
background
CAs can be motivated by many different
things
CAs can be cynical about the profession
& not identify themselves as sales people
There may be many agendas shrouded in
corporate politics
An internal customer will have to be
careful about criticising a CA

The classic objections

We havent got the time/its not high enough on my list of priorities
My boss wants it but I dont
I want it but my boss doesnt
We tried that before & it didnt work then
It might have worked for xyz department/company but were different
Were already doing that
I cant see how all the effort will have to put in will bring us the results were
looking for
I just dont have the resources

Understanding Behavioural Modes

There are two types of Behavioural Mode:
Default This is the one you may have to look hard to see. The Default Mode contains all deep
seated beliefs and prejudices, goals and drivers of the person and basic intentions, be they good
or evil. The way to assess and spot the Default Behavioural Mode, or DBM of a person is not by
listening to what they say but by analysis of how they say it and the behaviour that they exhibit.
Once you know what youre looking for, you will be able to spot a persons DBM, which is the key
to knowing exactly how to deal with them
Assumed This is the mode that the person wants you to believe is their Default mode and
quite often hides the intentions, beliefs and goals that they dont want you to see.
The old saying Take people as you find them, isnt always the best to follow. Of course, some
people are completely open and only ever display their default mode but you need to be able to
know the difference. The Assumed Behavioural Mode, or ABM tends to be used by people
adjusting to their audience or prior to trust being firmly established.

Personality types The Emotion Ladder

Enthusiastic Sees the positive in every situation. Pioneers

Cheerful Generally happy and outgoing. Pioneers / Settlers

Reserved Takes a considered view. Settlers
Uninterested Will take logical arguments to convince. Potential Settlers
Openly Hostile Will plan line of attack. Be prepared. Overt Well poisoners
Angry No amount of logic will sway these people. Overt Well poisoners
Fearful Afraid of what lies in store. Actions dont match words. Covert Well poisoners Most
dangerous
Apathetic Old Dogs. Keep an eye on them

The Key - Building Rapport

As we said before: The exact science of how we use these exact techniques to
build solid relationships with high degrees of rapport and trust in order to get our
stakeholders to actively want to exhibit the desired behaviours and actions that will in
turn, shape the culture into one which embraces the changes introduced, as the new
Norm.
rapport
/rapor/
noun a close and harmonious relationship in which there is common
understanding.
ORIGIN French, from rapporter bring back.

Components of Rapport CLA Triangle

Communication
noun
the process by which messages or information is
sent from one place or person to another, or the
message itself

Liking
noun
1. preference, inclination, or favour: to show
a liking for privacy.
2. pleasure or taste: much to his liking.
3. the state or feeling of a person who likes.

Agreement of Reality
noun (pl. realities) 1 the
state of things as they actually
exist. Agreement of how
things are.

Pulling it all together

The two previous pages give a good insight into how to build rapport with people and the
different types of people that you will encounter.
Used in isolation, these will be very useful.
Used together, your negotiation and persuasion skills become turbocharged !
The key here is pitching your communication level and tone at the right point, in order to
match your subjects position on the Emotion ladder (You should ideally start at the same
level and then take them up a level in order to make it easier to get a logical conversation
Have you ever tried to reason with an angry person?)
This is a skill that needs a great deal of practice to perfect. The good news is, the more
you practice, the better you get and the more allies and friends youll make along the way!

Pulling it all together

The previous pages around building Rapport and the Emotion Ladder arent meant as a complete
How to guide.
As I stated earlier, these are part of the Sales toolkit and this part of it alone (Which is the most
vital) is usually delivered as a 2 3 day intensive training course with follow up coaching.
Once youve got the Rapport, influencing is easy! We then support and coach them through
Gemba Management
So, if you dont nail it straight away, dont worry, keep practicing!
Alternatively, if you would like to arrange training and coaching for your organisation, contact us
via the form at

www.BeyondLean.com