Build a Management Machine
The Change Drivers Tactical Work Plan

The Change Drivers manuals 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 Revolutionfocuses 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.

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

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

Follow-Up and Lead

Rward, Recognition & Reinforcement

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.”