embracing change: overcoming ^weve always done it that way · •in ap cert training we boil it...

November 12-14, 2017

Bellagio Resort & Casino, Las Vegas

Embracing Change: Overcoming “We’ve Always Done It That Way”

Pam Miller : : Senior Trainer : : IOFM



Changes aren’t Permanent, but Change is

• Constantly spoken by a team

member as we implemented new

point of sale computers in over 100

lumberyards

• And he was and is right – change is a constant

• Of course, he also carefully checked out the paint job on every plane we boarded because he insisted that the paint held up the plane…



And with all the Technologies Available to Improve AP Processes

• AP departments everywhere are either in the process of changing

• Or looking for ways to get permission and funds to make significant changes

• Because we know that the old manual ways of performing AP tasks are no longer a good fit for the online, always connected world we now live and work in



But…there are (Probably) 2 Kinds of Employees in your AP Department

Those who love change

And those who hate change



The Challenge • Figuring out how to change the ratio of

change haters to change lovers

– Or at least to change acceptors

• So that the changes are actually

successfully accomplished

• Failure is not an option

– Nor do we want to go over (a realistic) budget and past the (realistic) deadline



Overcoming the “We’ve Always Done it that Way” Syndrome

• Catherine DeVrye puts it this way:

– “The 6 most expensive words in business are: ‘We’ve always done it that way.’”

• Now who is she and how does she know what goes on in my organization?

– She is a former IBM executive in Australia

(see, this is an international syndrome),

an author, and motivational speaker



Change vs. No Change

• She’s right – and note that she is looking at the syndrome from a dollars and cents point of view!

• The cost of not changing can be greater than the cost of changing

• We don’t always think of it this way but we should. – Too often we focus on the

frustration those 6 works

engender



First Step in Meeting the Challenge: Identifying Why People Resist Change

• There are many reasons and many lists – just ask Mr. Google, “Why do people resist change?”

• In AP cert training we boil it down to 3 things

– Self-interest, fear of the unknown, and suspicion

• But let’s dig a little deeper to identify the most common reasons

• So we can formulate responses

that address employees’ concerns



Loss of Control • Let’s face it, many AP people are “control freaks”

– And proud of it!

• And even those who are not

have established ways of doing

things

• And relationships with others that can be,

• Make that, are likely to be, affected by the change



Loss of Face (or Status)

• Many of us identify with our jobs

• Some folks in AP may be experts in the

current systems and/or methods

– People respect and rely on their knowledge

– They get the calls that start out, “I don’t know who to ask, but…

• Changes can mean loss of that expertise

• And, being so closely associated with systems and/or methods that are being discarded may be seen as a negative judgment on them (it’s not but they may think it is)



Uncertainty/Surprises/Fear of the Unknown • Change introduces uncertainty

• While no one can foretell the future or even what will happen next Friday

• We all expect our work day and work week to follow a certain pattern

• Change upsets those patterns

• Plus, there is the additional basic

concern – will it work?

– As well as what we are doing now

– Or at all



Everything seems Different • We are all creatures of habit – even if we don’t

think we are

• We perform many daily tasks

on auto pilot

• Even minor changes in screens or keystrokes can make every thing seem strange and broken

– During one upgrade Oracle financials swapped the function of the tab and enter keys and chaos ensued



Concerns about Competence • Not just for the experts, but for everyone

• People know how to do things now

• Many question their ability to learn

the new methods, and especially new

software

• In this day and age everyone worries

about their skills becoming obsolete – It’s a valid concern

– Because so many familiar jobs are truly going away



Sometimes the Threat is Real • Most likely the powers that be agreed to fund

the AP project with the understanding that fewer staffers would be needed

– Less headcount is always a major selling point

• And that means that a successful implementation will result in fewer

people working in AP

plain and simple



More Work • Certainly during the testing and

implementation phases there is more work

• Someone has to do the testing

– Which can/should be time consuming

• Sometimes there are real showstoppers for AP

– That to the techies are just a little problem that you can easily fix

• Like the inability to transfer all the remittance sites across all the companies so AP has to manually add them before any invoices can be entered...



More Work, continued • And sometimes new methods and/or systems that are

meant to streamline processes don’t quite measure up

– Especially if the changes being made to AP are part of a larger change that is focused on another department

– The project was imagined and configured

to fit their needs, not AP’s

• And AP must, somehow, figure out how

to get their job done

–Not always an easy task



Ripple Effects

• Changes made in AP affect

other departments in the

organization

• And may impact other AP customers as well – vendors, for example

• These folks may not look kindly upon being forced to change and may cause disruption in addition to the disruption the change has already imposed



Politics/Past Resentments/Suspicion

• The pressure caused by change doesn’t always bring out the best in us

– Passivity, sabotage…

• Past attempts at change may

not have gone well

• Or been abandoned part way through – have we taught our folks that they can wait out every new idea that comes along?



Fear of Failure • On a personal level as we have seen • And on an organizational level as well

– No one wants to work hard on a project that fails – And a significant change, especially a major software

change certainly offers the opportunity for failure • Safer to continue as things are now • Yeah, yeah, we all know that sometimes failure leads to success later on • It’s a learning experience • But that doesn’t make it any easier



Step Two: Identifying the Likely Effects of the Change

• What will day one look like?

• Day two?

• Day ninety?

• Who will be immediately impacted?

• Who else will be impacted?

• What are the long term effects likely to be?

• How far are the changes likely to stretch?



Many Answers are Already Known • They were part of building the business case for

the change – And they include impact on staff (how many will be

left) – What tasks will go away and what new tasks will be

added – Changes in hardware required – Changes in process, forms, etc. – Changes in the AP cycle – Changes in the interface with customers – both

internal and external



Implementation Planning • Review the business case for accuracy as you move forward with

the implementation plan and make changes accordingly

– You need a strategy for real life!

– Details, details, details!

• The implementation plan should take into

consideration the effect of the changes you are making

– Who needs to be notified of the changes and the implementation date? Who will do this? How will it be done?

– When will the forms change? Where will they be? How will the changes be announced?

– Who will notify customers of the changes? When? Is customer training required? (Internal & external customers)



Let’s Talk Training • We tend to focus on training

on the new system and/or

processes

• But there may be other training needs as well

• Do your folks have the skills required?

• Moving a file clerk to a scanner might sound like a good solution to avoid having to lay off that file clerk – but does that person have the requisite skills to become a scanner – like keyboard skills?



To Implement Change Successfully, People and Salesmanship Skills are Paramount!

• Changes must be sold!

• You know this – you sold the project to those who control the purse strings

• Now it’s time to sell it to everyone else

– If you haven’t started already

• Hint – selling should begin while building the business case

–Not just to the approvers – to everyone affected



10 12 Tips on Managing Change that Really Work!

• Culled from the recommendations found in many articles regarding managing change

• Used by managers everywhere in many types of businesses when trying to tame the change beast



Gain Support • From all levels of the organization

• Communication is key

• A project sponsor can help smooth over ruffled feathers – Especially when changes in AP

affect other departments and/or

vendors

– You need someone to have your back

– Your sponsor may become apparent during the building the business case phase



Plan, Plan, and Plan some More

• Plan carefully and thoroughly to maximize chances of success

• Have a backup plan or three – Be prepared for things to go wrong

because they will

• Take advantage of the knowledge of your software vendor – Don’t reinvent the wheel – just tailor their

experiences to your needs



Consider Timing Carefully • Avoid coinciding the effective date or “go-live” date

with already high stress times

– Such as year-end, month-or period-end

– Or the busiest week of the month.

• Be brave – if the timeline gets crunched, which it will, don’t be afraid to be the one who says,

– We can’t shorten the testing time

– We can’t shorten the training time

– Even if it means moving the go-live date



Communicate, Communicate, Communicate – Early and Often

• The most important thing to do

• Communication directly addresses several of the fears regarding change that people have – Loss of face or status

– Uncertainty, surprise, and fear of the unknown

– Sometimes the threat is real

– Ripple effects

– Politics, past resentments, suspicion



The Communication Must be Real and Honest

• Trust is critical

• And don’t get so busy talking that you forget an important part of communication is listening

• Listen to team members concerns – Really listen and hear what are saying

– Many of their concerns are valid

– And need to be addressed



Put a Positive Spin on the Changes • Staffers emulate their leaders

• There are good things coming,

really…. tell the story

– The fields of ambrosia

• And be enthusiastic

• But realistically so

– Remember the communication must be real and honest

• It is important to acknowledge that change is difficult

– But it can be fun, too!

• Make it so – food, silly change games, etc.



Take Advantage of Social Pressure • There simply is no change without it

• Get buy in from those in the department(s) who are “influencers”

• They will then use that influence to help others accept and adjust to the change

• Keep an ear out for what the

grapevine is saying and turn it

to your advantage



Involvement is Key • Involve the team as early and often as possible

• The more those affected are involved the better – involvement invites ownership

• Involvement in identifying the need for changes

– Starting during the building the business case phase

• Involvement in development of the new processes and/or systems

• Make testing fun – a challenge to

“break it”

– Creates new experts

– Improves the end product



Explain What’s in it for Them – Repeatedly

• We’re getting rid of old dysfunctional ways and systems

• Old workarounds and frustrations will go away – Cynics will say, only to be replaced by new ones…

• We will be learning new skills – That are transferable to other jobs

within the organization – and outside, too

• Increasing staffers’ marketability

and earning power

• Improving internal functioning and communication affords the opportunity to improve customer service – And increase respect for AP



Explain What’s in it for Them – the Hard Part • Be honest about the fact that the change may have negative

outcomes for some staffers – it’s a trust thing

• Address these issues up front

– Take advantage of natural attrition

– Encourage well qualified staffers to

apply for other positions in the organization

• Talk to other department heads about the changes coming and let your folks know that they are aware that some AP talent may be available

– Provide opportunities for training and skill improvement

– Work with HR for good severance packages



Integrate the Changes into the Entire Process

• Do whatever needs to be done to enshrine the new way of doing things into the way people work

• The AP manual (and other manuals and instructions) will need to be revised

• Job descriptions will need to be revised • Forms, clearly will need to be revised and if online

forms are part of the new process, developed and tested • The unspoken/unwritten rules need to be revised

– And this may be the hardest of all



Pay Attention!

• Monitor how it is going and fix as needed

• Don’t let small problems develop into big ones

• Don’t expect perfection right out of

the box – but keep an eye out for

recurring problems and complaints



Recognize that Change Takes Time

• People need time to learn and adapt

• Expect chaos at first, especially in regard to changes in software

• But at some point folks will not

be willing to go back to the

old way – or maybe even

remember how it was done



Kanter’s Law

• Everything looks like a failure in the middle.

• Rosabeth Moss Kanter, professor at

Harvard Business school



Contact: [email protected]

embracing change: overcoming ^weve always done it that way · •in ap cert training we boil it...

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