How to Win and Influence Tough Users - MEOUG Majlis 2014

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

MEOUG MAJLIS 2014

March 24 & 25 Habtoor Grand Beach Resort, Dubai

#MEOUG

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Mohammed Khaiata

ERP Manager

How to Win and Influence Tough Users

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

According to Panorama Consulting Solutions; 2013

172 respondents

21% reported revenues over $1bn

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

53%

61% 60%

2013 ERP Report Findings

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User Re-sistance

30%

Others70%

Failure Rate

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Why Users Resist?

Management Strategies to Resistance

Styles of Change Leadership

Q&A

Agenda

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Why Users Resist?

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Why Users Resist?

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

20-60-20 Rule

Why Users Resist?

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

20% of users will follow any direction you pick

60% of users need to be convinced

20% of users will resist even before you talk

“It doesn’t make any sense”

“Surely it won’t work”

“This is waste of time”

Why Users Resist?

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Why Users Resist?C

on

fid

ence

Time

“I’m not sure I know what’s going on”

“I feel overwhelmed”

“I can handle this”

“We can’t do this. It won’t work”

“Actually, things might get better”

“This could be a better way of doing it”

“This way is more effective”

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Equation of Change (Beckhard)

Why Users Resist?

Behavior=

Perception * (Information + Experience)

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Four Root-Causes

Individual Issues

System Issues

Organizational Issues

Process Issues

Why Users Resist?

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Management Strategies

“If you want to make enemies, try to change something”~Woodrow Wilson

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

It has to be planned

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

The Three Main Pillars

Effective Planning and Direction

Effective Communication

Effective Education and Support

Management Strategies

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Effective Planning and Direction

Clear Consistent Plan

Understanding of Processes and Systems

• Process Reengineering vs. Customizations

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Plot Your Stakeholders

In terms of Power; where is

• Positive 20%

• Negative 20%

• Main Stream 60%

Management Strategies

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Effective Planning and Direction

Field Force Analysis (Kurt Lewin):

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Effective Planning and Direction

The Future Wheel (Jerome Glenn):

Management Strategies

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Effective Communication

Top – Down Communication

Listening to Feedback

Marketing

Branding

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Effective Education and Support

Training

Help Desk

• FAQs

• Forums

• Knowledge Bases

Incentives

Management Strategies

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Clearing the Root Causes

Individual Issues

System Issues

Organizational Issues

Process Issues

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Clearing the Root Causes – Individual Issues

Uncertainty

• Effective Communication

• Effective Planning and Direction

Management Strategies

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Clearing the Root Causes – Individual Issues

Ignoring User Input

• Effective Planning

• Active Engagement

• Engaging Top Management

Management Strategies

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Clearing the Root Causes – Individual Issues

Loss of Control, Power or Prestige

• Effective Communication

• Process Owners / SPOCs

• Proper Design of Roles

• Engaging Top Management

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Clearing the Root Causes – Individual Issues

Self - Efficacy

• Effective Training and Support

• Empowering Subordinates

• Gradual Learning Curve

Management Strategies

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Clearing the Root Causes – Individual Issues

Ownership of Old Processes

• Effective Engagement

• Effective Training and Support

Management Strategies

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Clearing the Root Causes – System Issues

Technical Problems

• Prioritize Solutions

• Share Plans

Management Strategies

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Clearing the Root Causes – System Issues

Complexity

• Try to simplify as much as possible

• Confine User Scope

• Train, Train and Train

• Empower Subordinates

Management Strategies

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Clearing the Root Causes – Organizational Issues

Culture

• Peer Pressure

• Taskforces

• Competition

• Rewarding System

• Job Rotation

Management Strategies

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Clearing the Root Causes – Organizational Issues

Communication

• Closed Loop Cycle

• Segregating Audience

• Site Visits

• Action on Feedback

Management Strategies

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Clearing the Root Causes – Organizational Issues

Training

• Full Training Program

• Pervasive Material

– User Manuals

– Computer Based Training CBT

– Frequently Asked Questions FAQs

– Live Chat Sessions

– Hot Line

Management Strategies

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Clearing the Root Causes – Process Issues

Job / Skill Change

• Effective Training

• New Team Members

• Empowering Subordinates

Management Strategies

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Clearing the Root Causes – Process Issues

Workload

• Share with others

• Revise Job Descriptions

• Be Patient With Change Adoption Curve

• Discontinue Legacy Systems / Practices

Management Strategies

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Clearing the Root Causes – Process Issues

Lack of Fit

• Revisit the Objectives of the Reengineered Process

• Revisit the Organization Structure

• Revisit the Roles and Responsibilities

Management Strategies

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Styles of Change Leadership

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Directive:

Styles of Change Leadership

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Directive:

Splitting to Milestones

Documenting Standards

Retraining employees

Arranging Voluntary Job Transfers

Styles of Change Leadership

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Participative:

Styles of Change Leadership

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Participative:

Engaging Employees as early as Initiation

Creating Communication Channels Between Employees

and Management

Arranging Morale-Boosting Activities; Parties, Boot-camps,

Workshops, Newsletters, etc.

Styles of Change Leadership

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Consultative:

Styles of Change Leadership

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Consultative:

Conducting Orientation Sessions

Providing one-to-one Discussions

Providing Emotional Support

Listening and Acting on Complaints

Styles of Change Leadership

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Coercive

Styles of Change Leadership

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Coercive:

Threatening of Losing Job

Threatening of Losing Promotion

Firing

Transferring to Disliked Destinations

Styles of Change Leadership

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Plan for Change

Engage The Right Stakeholders

Follow Situational Leadership

Read between the lines

Conclusion

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Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, UAE

Q & A