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Why Regulatory Change Managers need to TWERK

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KAR is one of the basic blueprints change professionals use to delivery change (Don’t know it? Google it, It’s cool).


But, in regulatory change, ADKAR often doesn’t fit. Employee’s rarely Desire regulatory change; knowledge is messaging rather than training and there is often no tangible activity to practice or reinforce.


The change manager will benefit from a bit of TWERKing to deliver successful change outcomes.


T (Trust)

In regulatory change you work with subject matter experts (SME’s). They’re lawyers, accountants, financial planners. They might have never worked with a CM before and may not know how you add value. So, before you rip their “lawyer speak” comms to shreds you must gain their trust. Start by adding a more value to what they already do.


These guys may not be quite ready to hear about your single source of truth office 365 SharePoint portal, 10 step video series to be delivered on the red carpet of integrated change by six unicorns. You’ll get them there, but you need to do it slowly.


Help with a PowerPoint, tweak some messaging, share insights you may have read in the media. Once they trust you, you will be able to collaborate to deliver great change, but they need to trust you first.


T is also for talking. In the first month of being a Change Manager you should be buying A LOT of coffees. Branding, Communications, L&D, other areas of the business need to trust you too. Understand their guidelines and show you want to collaborate for the best outcomes. (Hint, branding are often Mac people and can’t use PowerPoint well, offer to help them with your expertise).


W (Whole Picture)

SME’s all have their noses in frameworks, policies and regulations. They’re cleaning up sh*t and making sure no more sh*t hits the fan.


They’re not thinking about culture. But you should be.


In my five years in Australia, I’ve worked in regulatory change at Westpac, BT, TAL and MLC. The strong sentiment is that regulatory change must not be about ticking boxes. It must be about all employees actively questioning anything that does not support the best customer outcome. It’s about empowering every employee to take responsibility and speak up. As the CM you need to step back and look at the whole picture. Most organisations will have value drivers, or a mission statement. As the CM you’ll need to think about how to embed values in training and comms.


E (Execute)

Do stuff. Just roll up your sleeves and start doing things. Show me a woman who does a “plan on a page” and she’ll be a woman getting things done. At The Star one of our most impactful artefacts during the Windows 10 roll-out was the simple “Tip of the day” email. One little email delivered the whole ADKAR cycle to every user every day for a whole month. It was highly visible and loved! That detailed impact analysis that took you four weeks to write, who’s going to read it? Execute! Do stuff. Do brilliant, innovative, different, attractive, useful stuff that people see, every day.


R (Revolutionise Technology & Rethink often)

(OK, Hands-up, stretching the TWERK a bit here) Get them on board with technology. To achieve this, you must be good with technology too. People just didn't turn up for our training, our call centres were going to get slammed. A quick re-think and we created this in one day.

Office 365 collaboration. Skype meetings. Videos, SharePoint sites, SharePoint surveys. Barcode scanning on your phones. Tip of the Day.


Your SME writes a 25-page SOP, you need to be able to turn that into an infographic as an aid in training. Systems training? You know you can record your screen and narration in PowerPoint and create a simple video.


If you cannot do this stuff you will get left behind. Get on YouTube or Linked in learning and get good at it. You must also be able to authenticate your change success. Think about what, when and how you can measure so you’ll be able to present to SteerCo that 83% of employees felt more empowered to speak up about XXXXX than they did XX months ago.


K (Share Knowledge)

Don’t just manage change, help others to manage change. In order to manage change more effectively organisations need to embed change capabilities in all areas of the business. Every function should have Change Champions. Project Managers, Business Analysts and EA’s all play an important part in change delivery. As the CM help other functions to understand how to deliver change well. Don’t just set up the SharePoint, show them how to do it. Don’t just re-write their comms, help them to understand what good comms looks like.


The way we deliver change is changing. Don’t let the most change resistant person be you.

(ADKAR is the change model created by Jeff Hiatt and part of the PROSCI model. I am a PROSCI qualified practitioner)