Understand why change is so difficult and strategies for preparing yourself and your teams for the inevitable.
Hundreds of ideas pop into our heads every day. In the shower we wonder, "Wouldn't it be great if the water hit my head like the rain..." And then, at the breakfast table, "This package would be so much easier to store if it opened like this..." Then, on the commute in to work, we think "Wouldn't it be better if traffic just ran like this....." The problem is that very few of the ideas we have actually turn into action items. Change is hard enough when it happens to us without warning, such as a change in personal circumstances. Changes at work such as switching schedules, starting a new position, or gaining a new boss can be stressful. But driving change inside a company is even harder, and that is why change takes so long. Think about something as simple as seat belts; they make sense and seatbelts save lives. But in the eighties, getting Americans to wear seat belts was a battle. The range of reasons why safety belts should not be worn made no sense, like discomfort or fear of being trapped in a vehicle. But the unspoken reason was that change is inconvenient. Today, drivers don't even think about putting a belt on. It's become the law and it is automatic part of getting behind the wheel. The benefits far outweigh any reasons used for not wearing one.
Unfortunately, disruption and change are guarantees for companies that are going to survive in the next decade and beyond. This topic will review reasons why change is so difficult and strategies for preparing yourself and your teams for the inevitable. We will then talk about how we can improve our processes and communications to make successful change that will stick and be embraced by your teams. What can we do as leaders to lay the groundwork through communication, keep morale high and avoid naysayers? And finally, how can we measure success, so we keep driving change.
Agenda
Faculty
Frank Pereira
Coleman Consulting Group
- Has been working in workforce optimization for nearly 40 years and has been the Managing Partner at Coleman Consulting Group (CCG) for the last 25 years
- Is an internationally known expert on work practices and the deployment of personnel in manufacturing, food processing, utilities, and mining
- His expertise runs the gamut of workforce optimization issues, from schedule design and shift management to increasing employee satisfaction, health, morale, and performance
- Has worked with large manufacturing corporations across a variety of industries, such as MolsonCoors, Texas Instruments, BMW, Southwire, Mohawk Industries, PPG, Pella Windows & Doors, Milliken, Land O’Lakes, Freeport McMoRan, Michelin Tires, and the California Department of Motor Vehicles
- Has spoken at several conferences about service level matching, capacity utilization, and change management in the manufacturing arena; recently spoke at the Reliable Plant Conference, AME Conference in Chicago, and the Society for HR Management in Las Vegas; hosts podcasts and webinars with Shiftboard, Marketscale, and Manufacturing Matters; and has presented at several DisruptHR events in cities such as Pittsburgh, Wichita, Greenville, and San Diego
- Regularly conducts podcasts and webinars about the firm’s work with clients who are more than willing to share their positive experience in making changes to their operations with guidance from the CCG team
- Has shared his knowledge and insights in numerous publications, including Businessweek, VP Magazine, Forbes, HR Review, and the Institute of Marine Engineering, Science & Technology
- Has taught college courses in environmental science & contemporary literature at Heald Business College as well as the University of San Francisco Business School
- UN Naval Academy graduate, degree in naval architecture/engineering; attended the U.S. Navy Nuclear Power School in Orlando, FL; Surface Warfare Officers School in San Diego, CA; Master’s Degree from Haas Business School, U.C. Berkeley
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