SPIN Selling Win After the Deal The Private Equity Toolkit

leading change by kotter

1. change takes awhile and each step presents opportunities for mistakes that can kill the whole chain

eight steps (mistakes people make)

1. Establish urgency by ID'ing crises,major opps, discussing crises and competitive realities
2. assemble a team with power to guide through the change
3. create the vision and strategies to achieve vision
4. communicate the vision and show by example
5. empower others to act on the vision
6. plan for and create short term wins
7. produce more change by consolidating improvements
8. institutionalize new approaches

change through persuasion - garvin and roberto

You have to run a 4 step campaign

1. Prepare the cultural soil before putting the plan in motion
2. Present plan in detail its purpose and expected impact
3. Manage emotions after the plan is in place and acknowledge pain of change
4. Reinforce desired behavioral changes to prevent backsliding once results start coming in

leading change when business is good - palmisano, stewart

You have to shift from fear to hope/aspiration - a common purpose based on their values

1. Get employee input
2. Revise values
3. Remove obstacles to hitting those values

radical change the quiet way, meyerson

Become a tempered radical

1. Tempered radicals create change slowly and quietly
2. They embody contrasts - firm goals / flexible means, want rapid change but are patient, start conversations

They use disruptive self expression, verbal JJ, variable term opportunis, amd alliance building

self expression - demonstrated through language, dress, or behavior that people talk about verbal JJ - redirect negative statements or actions in to positive change variable term - use the short term opps not just pursuing the long term changes alliances - dont make opponents, gain clout by working with allies

tipping point leadership - kim and mauborgne

addiction to status quo, limited resources, demotivated employees, and vested interests stop change

1. Make unarguable calls for change Make managers experience your organizations problems
2. Concentrate resources on what matters Dont ask for more or trim existing resources - focus current resources on areas most needing change
3. mobilize key players People with multiple connections ...people who share common concerns Make goals attainable
4. silence naysayers Use a top respected pro on your team Use indisputable facts

survival for leaders

Leaders are always under fire

1. Observe what's happening to your iniative as its happening
2. Court the uncommitted and fire those who cant make changes
3. Cook the conflict - raise temp to make people confront conflicts but lower when needed. Use humor, breaks and imagery of the future
4. Place the work on others to solve conflicts
5. Restrain your desire for control/importance, dont take attacks personal and use a confidant in you not your initiative

real reason people wont change, lahey and kegan

Competing commitments exist againt employee's stated commitments 1. Ask questions to see what the complaint is and what they're trying to prevent 2. ID the big assumption 3.Test and try to Replace the assumption

cracking the code of change, beer and nohria

Two methods -one economic value and one on human value (potential)

Blend methods along goal, process, reward system, leadership, using consultants, focus

the hard side of change mgmt, sirkin

1. DICE - duration, integrity(skill match of teams to project goals), commitment from senior leadership, effort.
2. Calc a DICE score to see if project will work
3. Use DICE to track projects, manage a portfolio or force the conversation

why change programs fail beer

1. mobilize change through joing diagnosis of problems
2. foster a shared vision of how to reorganize
3. support the new vision
4. spread change horizontally
5. instit. the change after its running with formal policies
6. Monitor the change