REFLECTIONS ON CHANGE MANAGEMENT IN UNCERTAIN TIMES
The Gunter Group hosted the ACMP Pacific Northwest chapter’s monthly Coffee Chats in April, May, and June. Just as everyone was figuring out how to deal with so many things changing, we facilitated a three-part webinar series entitled ‘Reflections on Change Management in Uncertain Times’. The conversations were timely but the change lessons we learned are timeless.
Afterward we sat down with our host, Stephen Bacon, to get his perspective on how to navigate through large-scale change.
In case you missed the webinar series, you can view replays here:
Part 1: How Things Have Been Disrupted
Part 2: How We Are Adapting
Part 3: What We Are Learning
More about Stephen Bacon:
Stephen is passionate about understanding the overarching strategic goals of an organization and leading the changes that are so often necessary to implement those strategies. His expertise is managing strategy and change projects across a variety of organizations. Stephen has spent twenty years leading initiatives at Fortune 500 companies, academic institutions and not-for-profits in the education services, technology, financial services, consumer products, and healthcare industries, including extensive international experience. Stephen is a Certified Associate in Project Management (CAPM), holds a green belt in Six Sigma, and is accredited in various psychometric assessments (MBTI, ESCI, NBI). He holds a B.S. in finance and marketing from Boston College and an M.A. in organizational psychology from Columbia University. In addition to his service on not-for-profit boards, Stephen has three young children and a chocolate lab. He lives and works in Portland, Oregon.
REFLECTIONS ON CHANGE MANAGEMENT IN UNCERTAIN TIMES: PART THREE
Part 3 (of 3): What will we carry forward?
We completed the last session of our series with ACMP Pacific Northwest — ‘Reflections on Change Management in Uncertain Times’. Thank you again to ACMP for the opportunity to facilitate this important conversation.
Part 1 of the series was about how things have been disrupted, Part 2 was about how we are adapting, and in Part 3 we had a very open conversation about what we are learning.
This conversation was very candid and we highly encourage you to watch the replay. Some highlights of our discussion were around
– The importance of vulnerability and connection during this time
– Staying curious and humble in our learnings
– Not attempting to continue business “as usual”
– Creating new normals in our work environments
– Being a present listener and practicing empathy
A replay of our June discussion is now available and we encourage you to listen in on this collaborative information sharing!
Hosted by:
Stephen Bacon
Senior Consultant
The Gunter Group
TGG FACILITATED APPLIED AGILE PANEL DISCUSSION
A few weeks ago, The Gunter Group facilitated a panel discussion at one of our clients (a global footwear and apparel company), which focused on Agile methodology application within their organization.
We would like to share a few key topics from the discussion.
1 — Implementing an Admin Week for Scrum Team Efficiency
One panel participant shared the story of her team iterating on ways to improve development velocity. They were having the common issue of missing sprint target dates and discussed the problem during a retrospective. Together, the team realized that between meeting schedules and “shoulder taps” for side work, they just didn’t have enough focused development time.
Initially the team implemented a block of time from morning until 1pm for dedicated development. While that did increase velocity, they still weren’t where they wanted to be.
Finally, they landed on a concept to implement an “Admin Week”. They decreased their sprints from 3 weeks to 2 and added in 1 week for admin time. This gave the team 2 weeks of uninterrupted development and 1 week to sprinkle in all of their administrative work such as meetings, ceremonies, idea brainstorming, internal documentation, mentoring, and training.
This shift resulted in a 36% increase in velocity and 36% decrease in duration of stories from “ready” to “complete”.
2 — Mitigating Discomfort Around Uncertainty
Another panel participant, an Agile Coach within our client’s organization, shared his thoughts around building comfort with uncertainty.
With the timely example of COVID-19’s highly impactful effects on businesses’ roadmaps, we discussed how important it is–now more than ever–to strengthen the ability to navigate uncertainty, with an agile mindset.
Participants agreed that we are seeing executives embrace agile thinking in their ability to pivot quickly and react as efficiently as possible. Work is being prioritized more clearly and decisions are being made at the “last responsible moment.”
3 — Servant Leadership in an Agile Framework
Lastly, our third panel speaker shared his perspective on leading in a Scrum Master role with a servant leadership approach.
This perspective emphasized the importance of maintaining a people focus in agile environments. Rather than just focusing on scope, schedule, budget–the servant leadership approach enables and promotes leadership in others.
He shared his experience about working with Scrum teams in this manner and how it has built relationships, garnered trust, and fostered growth within the team.
It also sets up the team for a safe environment during sprint retrospectives so that they are able to share thoughts and feedback more openly and from a place of assuming positive intent.
At The Gunter Group, we thrive on helping our clients by facilitating conversations such as this one and invite you to reach out if you are interested in TGG hosting something similar within your organization. Please contact us if you’d like to learn more.
To those who attended the panel discussion outlined above, thank you so much for your participation and we look forward to seeing you at the next one on June 24th!
TGG HOSTS ACMP’S JUNE COFFEE CHAT
On June 12th, we’ll wrap up our three-part series around ‘Reflections on Change Management in Uncertain Times’ with ACMP Pacific Northwest.
In April, we discussed what has been disrupted due to COVID-19. In May, we discussed how we are adapting to the changes. In June, we’ll look ahead to what we will carry forward.
This month, we look forward to discussing questions like:
– What has forever changed in the way we work?
– What DON’T we want to go “back to normal?”
– What will the “new normal” look like?
We encourage you to consider these topics ahead of time as this will be an interactive discussion.
REGISTER NOW to join us on June 12th at 9am PDT as we finish out this series!
REFLECTIONS ON CHANGE MANAGEMENT IN UNCERTAIN TIMES: PART TWO
Part 2 (of 3): How are we adapting
We hope you are enjoying our series around ‘Reflections on Change Management in Uncertain Times’. Thank you to ACMP Pacific Northwest for the opportunity to facilitate this important conversation.
During our Part 1 discussion in April, we talked about how things have been disrupted and you can view a reply of that conversation here.
In Part 2, this month, we discussed how we are adapting and some key learnings out of our conversation were:
– We’re moving beyond the “how are you” platitudes
– Video call fatigue is real and we are navigating that together
– Communicating more than you think you need to is probably the right amount
– We are seeing more agile thinking from leaders
– It’s not a given that we will learn from this—we need to keep talking about it
A replay of our May discussion is now available and we encourage you to listen in on this collaborative information sharing!
Be sure to join us for the last conversation of the series (Part 3, June 12th @ 9AM PDT) when we’ll discuss what we are carrying forward. Watch Now
Hosted by:
Stephen Bacon
Senior Consultant
The Gunter Group
LEADING THROUGH CRISIS, OUR VETERANS’ PERSPECTIVE
At The Gunter Group, we are fortunate to have several military veterans on our team who have deep experience leading in times of crisis. They sat down with one of our consultants, Laura Emily, for a conversation about how they are leaning on their backgrounds in the service to navigate our current environment.
We invite you to join us for this rich discussion on the parallels between leading in a warzone or humanitarian environment and leading in a business environment impacted by the coronavirus. Read on below to learn more about each speaker and the leadership topics they cover in the video.
Oregon Market Lead and Principal Consultant
Served 5 years as a Captain in the Air Force
Listen to Matt speak about “Balancing Compassion With Accomplishing a Mission
Matt’s passion and leadership purpose is all about helping teams reach their highest potential. He loves building and leading high-performing teams and seeing what can be accomplished when strong values, sound strategy, and a relentless commitment to execution collide. He is a trusted advisor that thrives on building lasting partnerships and driving high-quality solutions for clients. As a results-driven leader with more than 14 years of leadership, strategy, project management, and process improvement experience in a wide variety of complex environments, Matt brings a deep knowledge of implementing enterprise-wide transformations across people, process, and technology domains. He has built and led multifunctional teams to deliver successful solutions in a number of industries to include: retail, education, financial services, healthcare, and government. Matt graduated from the United States Air Force Academy with a B.S. in business management in 2006 and has certifications in program management, LEAN, and contract management. He has spent the majority of his academic, military, and consulting career studying and employing character-based leadership principles in challenging and ambiguous environments. Outside of being a loving husband and father, Matt enjoys the intersection of all things hockey, heavy metal, fitness, and beer.
Northern Nevada Market Lead and Principal Consultant
Served 4 years as a Lieutenant in the Navy
Listen to Tony speak about “Resiliency During Crisis”
Tony builds teams to support strategic change initiatives and helps leaders plan for highly impactful change. Thriving in the face of complex problems, he brings clarity to ambiguous situations and organizational questions. Leaders quickly come to trust Tony as a partner in making their tough decisions. A former Surface Warfare Officer in the U.S. Navy, Tony’s leadership and management philosophy is tempered by a career of bringing calm and planning to high-impact, high-stress scenarios. His track record of success in defining and overcoming challenges in demanding environments has led to consistent portrayals of him as an outstanding manager and a leader among his peers. His skill set is under-girded by his formal education in the Humanities, holding a Bachelors Honors degree in both philosophy and theology from the University of Notre Dame. In addition to an aggressive reading habit, Tony is deeply interested in everything that the Sierra Nevada mountains have to offer. Sun, snow, backpacking, and skiing all keep him, his wife, and kids busy in their free time.
Senior Consultant
Served 6 years as a Captain in the Air Force
Listen to Noah speak about “Maintaining Confidence, Connection, and Healthy Habits”
Noah has a clear record of success in driving strategic initiatives across a broad spectrum of industries and business functions. Curious by nature, Noah is able to quickly develop a deep understanding of business problems, develop structured plans, and manage teams to deliver positive results. Noah’s professional experience includes work in government, IT, finance, insurance, manufacturing, construction, health care, education, and international business. He holds a M.B.A from the University of Colorado and a B.S. in meteorology from the U.S. Air Force Academy. Outside of work, Noah spends more time than he should cycling around Oregon.
Account Lead and Senior Consultant
Served 7 years active duty and 3 years in the reserves as a Major in the Marine Corps
Listen to Joe speak about “Maintaining Momentum”
Joseph thrives in digital product and marketing management because of his affinity for analytics and the relative immediacy of data-driven change. Whether managing a host of agencies, internal teams or directly implementing strategies and tactics, he has a wealth of experience bringing products and projects to market. Joseph has more than 15 years experience leading teams, serving in product management, marketing, commercial operations and other roles in the consumer, pharma, life science and technology industries. Whether leading startups to profitable operations or managing multi-million dollar omni-channel marketing budgets, Joseph has demonstrated a path to success, regardless of scale. He earned an M.B.A in marketing from the University of Virginia’s Darden School of Business. Outside of work, Joe is manifesting patience and unconditional love with his two teenage children. On weekends, look for Joseph in the backcountry of the Cascades, cooking for a cycling camp or racing cyclocross.
Account Lead and Senior Consultant
Served 5.5 years as a Captain in the Army
Listen to Jim speak about “Building Your Team”
Jim’s collaborative, servant leader approach has earned him the reputation of being a problem solver who consistently gets things done. He has the unique ability to marry tactical actions with strategic outcomes. Jim’s experience spans across multiple industries including military, high tech manufacturing, eCommerce and health care sectors. His areas of expertise are program management, software and new product development, process improvement, and communications strategy. Jim holds an M.B.A. from the University of Portland, an M.A. in human relations from the University of Oklahoma, and a B.A. in political science from Youngstown State University. He is also a Scrum Master and Scaled Agile (SAFe) 4.0 certified.
5 TRAITS TO LOOK FOR WHEN RESOURCING CRITICAL, QUICK TURN PROJECTS
Hiring the right people takes time, the right questions, and a healthy dose of curiosity. What are the most important traits to move critical work forward? How about if you don’t have the luxury of time? And what if the need is short term in nature?
If this sounds familiar, then you may have a critical, quick turn project.
Recently, The Gunter Group worked with a regional healthcare insurance company on the roles necessary to help the company contend with business impacts of the coronavirus.
While the origin of our current collective disruption is uncommon (a pandemic), the business need for resourcing quick turn projects is familiar.
Whether you’re faced with a crisis now, or looking to be prepared for the future, check out these 5 traits that keep organizations moving forward in critical, quick turn projects.
1. Work Horizontally & Vertically. Disruption knows no boundaries. Leaders who can bridge communication gaps both horizontally and vertically within an organization will break down barriers and drive focus. Consider a generalist who can bring a holistic perspective.
2. Ramp Up Quickly: Uncertainty creates a vortex of need. Seek people who love learning. People accustomed to diving into new disciplines are skilled at the process of learning and can move from beginner to expert (or close to it!) at a rapid pace.
3. Navigate Ambiguity. Projects that surface quickly are usually highly ambiguous. Seek people who are energized by the unknown. They have confidence from years of working in uncharted territory to know that they are capable of figuring things out.
4. Embrace Your Culture: Your culture is the key to “how things get done around here” and when time is limited, it is important to have someone who can adapt quickly. Whether considering internal or external support, ensure they have chameleon-like qualities to reflect your company and departmental norms.
5. Tailored Solutions. Solutions need to make sense for your company and situation. Prioritize tailored approaches over cookie cutter solutions.
To illustrate, let’s return to the regional healthcare insurance company’s situation.
As a result of COVID-19, a high volume of government mandates had major impacts throughout the organization. To respond, a centralized task force was organized to assess impact, disseminate information, and ensure timely resolution. For efficiency, the task force formed a hub and spoke model assigning each business area a single point of contact to interface with the task force.
Due to urgency, short-term nature of work, and lack of internal resources, priority was given to onboarding a consultant who could roll up her sleeves and be successful in an ambiguous, urgent, and ever-changing environment as an interface between their task force and critical business functions.
Critical, quick turn projects are a constant as organizations frequently experience disruption whether by instigating or reacting to circumstances. A strong project leader with these 5 traits will help teams navigate uncertainty while achieving desired outcomes. Check out these client outcomes to see how we successfully partner with our clients to help them navigate challenges and drive toward solutions.
TGG HOSTS ACMP’S MAY COFFEE CHAT
We invite you to join us on May 8th for ACMP Pacific Northwest’s monthly Coffee Chat as we continue our three-part series around ‘Reflections on Change Management in Uncertain Times’.
In April, we discussed what has been disrupted due to COVID-19. In May, we will dive into how we are adapting to these changes. In June, we’ll look ahead to what we will carry forward.
In case you missed April’s Coffee Chat, here is a replay.
This month, we look forward to discussing questions like:
– How are you focusing on the long-term, despite the uncertainty?
– What techniques do you have for effective communication?
– How are you using this time to strengthen your relationships?
– How do you stay connected to work when you’re home?
We encourage you to consider these topics ahead of time as this will be an interactive discussion. Attendees from April’s session really enjoyed the candid conversation.
Register now for both Part 2 & 3 of this series!
May 8, 2020 @ 9–10 AM PDT | Register Now
Part 2: How we are adapting
June 12, 2020 @ 9–10 AM PDT | Register Now
Part 3: What we will carry forward
REFLECTIONS ON CHANGE MANAGEMENT IN UNCERTAIN TIMES
Part 1 (of 3): What’s been disrupted?
Recent events have disrupted the way we’re all working. Change Managers in particular are used to adapting to new situations. Now everyone is taking part – in real time – in the biggest workplace change in decades.
The Gunter Group hosted ACMP Pacific Northwest’s April Coffee Chat and discussed topics with the change management community such as: What’s been disrupted in your way of working?
– What’s been disrupted in your way of working?
– What leadership challenges are you facing in this new reality?
– What does relationship building look like now?
View a replay of the discussion or download the slide deck below
Be sure to check out the remaining 2 discussions in our three-part series.
May 8, 2020 @ 9–10 AM PDT | Watch Now
Part 2: How we are adapting
June 12, 2020 @ 9–10 AM PDT | Watch Now
Part 3: What we will carry forward
Hosted by:
Stephen Bacon
Senior Consultant
The Gunter Group