Build a Management Machine
The Change Drivers Tactical Work Plan

The Change Drivers manual (Member Downloads) represents the overall change strategy and is put into the hands of the organization change management team to use in running the campaign. It is usually implemented first, and is foundational in making the substantial organization change represented in the other toolsets. It is divided into two major areas:

1. Organizing for Revolution focuses on setting up various change teams that will look after the processes ofchange—communication, socialization, reward systems, planning the work itself, and doing the political massaging that is always necessary.
   
   
2. The Management Machine is a section that looks at how managerial authorities, roles, and intiatives have to be changed. A great deal of this is to remove the "I'm not permitted to do that" thinking that often prevails, whether it comes from a victim mindset or organization historical reality. Before the organization can be set ablaze, the management team has to be on fire.

The toolset organizes the work to be done under various Initiatives (in bold) and the specific Tasks they require (bulleted). Sample Task below.

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Toolset Manual Contents

Part I—Organizing for Revolution

BTUL.0 Change Module Assignments

• MAC Administration Instructions
• Executive Introduction
• Module Leader Instructions
• Initiative Team Instructions

BTUL.1 Set up Initial Tasks

• BTUL.1.1 Assemble The Change Team
• BTUL.1.2 Plan The Kick-Off
• BTUL.1.3 MAC Begins Work Per MAC Guide
• BTUL.1.4 Select Module Leaders With CEO
• BTUL.1.5 MAC & Module Leaders Review The NAH Action Plan
• BTUL.1.6 Coordinate Needs For TUL Course
• BTUL.1.7 Design DIG/JDI Tracking System
• BTUL.1.8 SAC Begins Work Per SAC Guide
• BTUL.1.9 CAC Begins Work Per CAC Guide
• BTUL.1.10 Executive Meetings Begin To Prepare For Change
• BTUL.1.11 TUL Cheerleader Responsibilities
• BTUL.1.12 RAC Begins Work Per RAC Guide
• BTUL.1.13 TAC Begins Work Per TAC Guide
• BTUL 1.14 Prepare DIG Training For TUL S1 Roll Out
• BTUL 1.15 Create & Maintain Victory Scoreboard

BTUL.2 Make Early Key Personnel Decisions

• BTUL.2.1 Selection Of The NAH Management Team
• BTUL.2.2 Build The Executive Team
• BTUL.2.3 Assuring VP Performance & ”Fire In The Belly”
• BTUL.2.4 Change Executive Hiring Practices

BTUL.3 Create A Change Strategy & Action Plan

• BTUL.3.1 Administer Inventory On Change Management & Action Plan
• BTUL.3.2 Provide Sufficient Human Resource Support For Change Efforts
• BTUL.3.3 Build Program Support Among Thought Leaders
• BTUL.3.4 Conduct Executive Change Management Readings Program
• BTUL.3.5 Identify Early DIG Problems To Solve
• BTUL.3.6 Identify CEO Recognition Plan
• BTUL.3.7 Review NAH Action Plan
• BTUL.3.8 Develop Commitment Statement
• BTUL.3.9 Review & Approval of Values Statement

BTUL.4 Financial Changes To Support Renewal

• BTUL.4.1 Return On Investment Calculation Worksheets
• BTUL.4.2 Develop Budget For Improvements & DIG Idea Implementation
• BTUL.4.3 Install New American Hospital Financial Management Practices
• BTUL.4.4 Create Profit Centers
• BTUL.4.5 Determine Organization BHAGs & Measures
• BTUL.4.6 Determine Department/Individual BHAGs & Measures

BTUL.5 Establish the DIG System

• BTUL.5.1 Set Up DIG System
• BTUL 5.2. Introduce DIG System To Organization

Part II—The Management Machine

LD.0 Change Module Assignments

• MAC Administration Instructions
• Executive Introduction
• Module Leader Instructions
• Initiative Team Instructions

LD .1 Changes Addressed At the Uncommon Leader Session

• LD.1.1 Program Presentation
• LD.1.2 Change Elements Introduced By Presenter At TUL
• LD.1.3 Provide TUL Support
• LD.1.4 Process Incoming Manager Suggestions From TUL Sessions

LD.2 Establish Values-Centered Managing & Climate

• LD.2.1 Create Values Guide For Associates
• LD.2.2 House-wide Roll-out Of The Values Statement
• LD.2.3 Add Values & NAH Philosophy To New Associate Orientation

LD.3 Redefine Executive Team Role & Job

• LD.3.1 Redefine Executive Role In Series Of Discussions
• LD.3.2 Establish New Executive Behavior Requirements
• LD.3.3 VP Control Required As Part Of Change Process

LD.4 Redefine Manager & Supervisor Role in Series of Discussions

• LD.4.1 Redefine Management Team Role In Series of Discussions
• LD.4.2 Establish New Manager/Supervisory Behavior Requirements
• LD.4.3 Establish New Leadership Selection Criteria
• LD.4.4 Remove Problem Leaders & Develop Team Commitment To NAH

LD.5 Standardize Management Practices

• LD.5.1 Review Administrative & Departmental Policies
• LD.5.2 Implement Management System (MANSYS)
• LD.5.3 Add Revision/New Elements To Evolving Management System

LD.6. Revitalize Meetings Management

• LD.6.1 Install Meeting Management Procedures
• LD.6.2 Restructure Department Head Meeting To Aid The Revolution
• LD.6.3 Evaluate All Meetings, Then Get Them On Productive Track
• LD.6.4 Identify What New Meetings/Councils Are Needed

LD.7 Increase Communication Dynamics

LD.7.1 Set Up Departmental Communication Centers

LD.7.2 Blur Chain Of Command To Encourage Boundary Crossing

LD.7.3 Reissue Phone Book As “Organization Chart”

LD.7.4 Boosting PC and Systems/Tools Usage

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Sample Task

Task BTUL.1.11 TUL Cheerleader Responsibilities

Priority: A
Timing: Before TUL
Teamleader: MAC Chair
Recommended Approach: JDI
Other Assignees: Executives
Interactions With Others: None

Work To Do: Because there is a constant battle for priorities of time, money, attention, and most importantly, energy, there must be someone responsible for maintaining TUL as a priority among the other various priorities.

The role of cheerleader is of great importance in maintaining a high level of momentum for change within the organization, and a constant awareness of TUL and organization values and objectives. All VPs are expected to act as cheerleaders for TUL and the hospital on a constant basis.

The purpose of this Task is to determine a chief leader for the cheerleaders; a person with whom the responsibility for maintaining TUL as a priority, will rest.

Each VP is to be assigned a module, or period of time, within which they will act as the Chief Cheerleader for TUL/NAH. The role description of the Chief Cheerleader is detailed below. Your job is to schedule each VP for a TUL Session as Chief Cheerleader. Orient them as to their responsibilities in this role.

Chief Cheerleader Responsibilities

• Maintain a high level of morale, momentum for change, and positive energy for change within the management group. Creativity is the key in this assignment. At one hospital, the Chief Cheerleader took the value statement of SPIRIT, combined it with a Superman look-a-like costume, and became Spirit man. Large foam rubber lightning bolts called Spirit bolts accompanied Spirit man when s/he appeared unannounced at manager or Associate meetings. Spirit bolts were hurled when an action or plan that was greatly supportive of one of the values was reported. With the Spirit bolt also came a reward of dinner for two, movie tickets, or something of value for the person acting in a NAH way. You do not need to be “Spirit man.” However, an idea that is charged with fun, excitement, and symbolism is needed and will keep momentum building. It is the responsibility of the Chief Cheerleader to provide this energy.
• Be noticeably outspoken in the application of NAH ideas in current management conversations or meetings. Identify yourself as the Chief Cheerleader, and then speak out!
• Conduct weekly meetings with a Positive Feedback Group. This is comprised of one or two members of the MAC, SAC, RAC, TAC and CAC, plus a number of Associates who have worked on DIGs, the CEO, and any other executives who wish to attend. The meeting is hosted by the Chief Cheerleader and is usually conducted in a casual environment such as the cafeteria, at lunch. The objective is to report the positive happenings that people see within the organization as a result of NAH behaviors. Too often we focus on only the negative events or problems. In order to maintain positive momentum, people need positive strokes! This is an opportunity to get positive feed back from the source of happiness from which these positive stories and incidents can be shared with others in the organization as the Chief Cheerleader uses this information among other information to generate more positive energy in the organization.
• Have a sense of humor! Humor can smooth over the roughest of edges and help to make a point on a sensitive issue. Use humor to keep the group and the program interesting.
• Round up a number of other VPs and managers to do short skits or video tapes at the break in a TUL session. Pick a current topic and do something witty and tasteful! Most Old American Hospital executives think this zany behavior is anything but professional. They are mistaken. It is the stuffy, distant, artificial persona of Old American Hospital executive performance which keeps Associates from working with and confiding in executives.
  

Follow-Up and Lead

• Maintain TUL as a priority among the various important projects of the hospital. This could mean acting as a reminder force, champion, and problem-solver in discussions where priorities for managerial time come into conflict with TUL commitments for time or work. There will always be a battle for time as there are too many things to do and not enough time. The Chief Cheerleader is the defender of time and priority for TUL work.
• Point out instances of management actions or plans that would represent deviations from NAH philosophies. Keep the new thinking on track. Make suggestions on how modifications can be made to plans or actions to better incorporate values and new management behaviors. Speak up.
• Work with the MAC, SAC, RAC, PAC, TAC and CAC, as needed, to assure that barriers to progress are broken down quickly. Be available to offer assistance before they have to come to you.
• When priorities for time and dollars are being questioned or challenged, speak up in support and remembrance of NAH concepts and items for change that it has identified. Remind the group of the successes to date, and the possible gains yet to be had in the future.
• Follow-up with the CAC regularly to assure that they have enough information for many successful NAH stories. Stories help to communicate ideas. Be a public relations broadcasting center for the President’s actions and attitudes that are NAH worthy. As the number one leader of the organization, symbols of changes in the president’s management style, or decision-making authority, make for great stories. Bring these little tidbits to the CAC where a story for Associates can be published.
• If concepts and actions that were agreed upon at TUL Sessions seem to be sliding away, be the spokesperson to identify the deterioration of the activity, and suggest a way in which it can be reinstated or revitalized. At the very least, bring this item to the attention of the CEO with a request for support or revitalization of the idea.
• When there is extra TUL work to do, and no one is volunteering, this is the time when you speak up and volunteer to act as the leader of the project. Your energy will revitalize the group.
  

Rward, Recognition & Reinforcement

• At appropriate times, and via appropriate media, point out the progress that is being made. Verbally integrate all the “wins” that the NAH has brought to date with the plans for future change. You can do this in little ways. For example, weave in a new idea or comment into the introduction or start of a meeting. One might say, “We’ve had such great success with . . (insert the successful idea here), so we felt it was time to test another NAH idea . . . (Insert the new idea here).” This approach reinforces the good work that was done in the past, and links the success of the past with the idea of new risks in the future.
• At Executive meetings, and other managerial settings, speak up to support the progress and positive changes that have come through TUL. Seek out opportunities for additional progress for the hospital by adapting NAH ideas to problematic situations.
• Make short, informational, and fun presentations at department head meetings. One vice president compiled old photo slides of people, objects, and places relating to the hospital. A slide show and fictional script was developed depicting how the hospital was going to overcome the competition with the NAH. Fun was poked at old pictures and events. The audience loved it as they recognized people, places, and things in the photos slides. Added wit, humor, and competitive spirit had them cheering for more when the slide show ended.
  
  

At first thought, some of these ideas may seem strange to you, or even unprofessional. It is those exact feelings of stuffiness that you want to discard. Being a Chief Cheerleader, in a tasteful and witty way, is important. It keeps the change effort accelerating, and reinforces people who are bearing the heavy load of work in making the NAH a reality. Being an effective cheerleader makes the cheerleading executive look like a hero to Associates and managers — your behavior will be noticed, even though the assignment lasts only six or eight weeks.

Organizations with a large number of executives should assign multiple executives to the Chief Cheerleader role so each has an opportunity to “show their leadership and creative talents.”