Kerry

Plan to Build a Strong Business Case

If you want to introduce change/new ideas to your boss/team and you are getting resistance perhaps you need to build a strong business case.  That means understanding exactly what needs to change and why. And it’s not just about changing things for the sake of change; you need to be able to show how any proposed changes will benefit the business in concrete terms.

Develop a comprehensive business case, detailing the need for change and the financial benefits that will be realised

A business case helps to get your ideas heard and gives you more credibility. It helps to ensure that any investment in changes has a positive return on investment (ROI).

Business cases are required when:

• You need funding for a project or initiative, particularly from senior management or the board of directors.
• You need approval from senior management, who may be challenged by a proposal on cost grounds. This is especially true if you have an existing budget which could be reduced by implementing this new proposal.
• You need buy-in from stakeholders – these could include members of staff who will be affected by change or particular departments whose budgets might be affected by the implementation of a new proposal; or it could involve external parties such as suppliers or customers who might benefit from the scheme but who do not necessarily see its importance until they are presented with tangible evidence detailing how it will benefit them financially .

Network with all the key stakeholders so they have a clear understanding of what is being proposed and why

• Network with all the key stakeholders so they have a clear understanding of what is being proposed and why
• Make sure they are on board
• Ensure that they feel comfortable with the idea before moving forward

Seek out evidence to support your case. 

This might be in the form of industry papers, analysis of competitors’ behaviour or market trends. Broaden your search beyond those who share your view

• Seek out evidence to support your case. This might be in the form of industry papers, analysis of competitors’ behaviour or market trends. Broaden your search beyond those who share your view
• Network with all the key stakeholders so they have a clear understanding of what is being proposed and why evidence is important to build a strong case

Don’t be surprised if people are reluctant to change. 

Don’t be surprised if people are reluctant to change. Change is difficult and people often don’t know where it will take them – unlike you, who has been dwelling on your idea for quite some time. But now that you have a business case, it’s time to convince others that what you have in mind is the best thing possible for everyone involved.

You should already have a good idea of who will oppose your plan (if there are any). This can be an influential senior manager or even the CEO himself. If this is the case, then at least they’ll know why they’re doing so by reading through your report and seeing how compelling each point is on its own merits – or not!

Don’t get bogged down in technical detail. Get your main points across in plain English, allowing room for discussion

There’s no need to get bogged down in the technical details of your proposal. Instead, use plain English and examples to explain your points. If you’re nervous about using too many words, or if you want to be sure that your core point is understood by everyone reading it, think about how to make it clearer by using analogies, metaphors or stories. This can help people see the benefits of what you’re proposing without having to stop and work out every detail for themselves.

You can also use humour in business proposals: make them more personal (and easier to understand) by telling an anecdote from your own life that relates directly back to why this project should be done now rather than later; just don’t overdo it! And if there are any visuals available (e.g., diagrams), include them too so readers can follow along easily with their eyes instead of just having ideas bouncing around inside their heads like ping-pong balls on top of each other

Use a mixture of data and storytelling to bring your proposal to life

You can use data and storytelling to help people understand the importance of your proposal.

The best way to do this is by using a mixture of stories and numbers. Data gives you credibility and helps people visualize the problem you’re trying to solve, while stories make it more memorable, making it easier for others to share your message with their colleagues or friends. In addition, both are important because they show that you’re not just asking for something because it’s cool—you’ve done some research and have real evidence backing up what you’re saying.

Be patient once you’ve presented your ideas. Change is both awkward and slow, but you can use this time to further strengthen the business case

If you’ve followed these steps, and your idea is still being met with resistance, don’t despair. It may be that the timing isn’t right–the market or competition has changed, or your organization is having trouble with its own internal issues. But there’s no harm in trying again later down the road when things have settled.

Another possibility is that you need to do more research; perhaps you didn’t fully understand a competitor’s strategy or how it affects your company’s ability to compete. As long as people are willing to listen and learn from what you’re saying, there’s always room for improvement! Remember: change takes time; but if everyone works together toward one goal, even small steps can lead us closer toward success.

Be aware that change requires hard work. The business case needs careful attention but it’s equally important not to lose sight of the bigger picture – ensure you’re ready to implement changes as soon as they are approved

It’s important to be aware that change requires hard work. The business case needs careful attention but it’s equally important not to lose sight of the bigger picture – ensure you’re ready to implement changes as soon as they are approved.

There are many moving parts when creating a business case, and each part is crucial for success. Be sure that you have considered all elements necessary for your proposal to be successful in achieving its objectives:

In conclusion, if you’re passionate about your idea, then you know that it’s worth fighting for. With the right approach, a strong business case and a bit of patience, those who need convincing will come round to your way of thinking.

Let me know if you need help!

Kerry Boland

The Boland Process

Getting Peer to Peer Learning Right!

Peer to Peer learning is a very effective way for staff to learn, Indeed it is often the default. It accounts for up to 70% of learning in some environments.

However, you do not want the situation where a person who knows nothing is getting advice and help from another person who knows almost nothing.

That’s why it is important to ensure that you have sound strategies in place, for example,  access to up to date information or identified experts.

What are the advantages?

• Peer to peer support is readily available  (most people ask the person next to them) and encourages collaboration.
• Staff can discuss and bounce ideas off each other and often can even help improve company practices.
• Many learners retain information much better by discussion than reading alone.
• Being able to mentor your colleagues and support them with their questions will give the mentor more ownership and job satisfaction.
• It is far more engaging to chat with a colleague then to view a PowerPoint presentation or eLearning module
• It can be cost effective (within limits and a clear strategy).
• It is cost effective when compared to Face to Face training or even other forms of training if retention is poor.

So  what are the strategies to ensure the Peer to Peer learning in your organisation is effective?

• Ensure your company documentation is current and accessible.
• Identify key champions who will mentor new staff.
• Encourage new staff to ask questions, preferably after they have reviewed relevant documentation, so their questions are insightful.
• Recognise the contributions of ideas on improving the company processes.
• When a new process is updated and needs to be shared have a workshop and ensure your trainer is a facilitator rather than a classroom teacher.  The facilitator will be able to bring out the best questions and answers using the power of the audience thus encouraging peer to peer learning.

Kerry Boland

Business Process Management Consultant

The Boland Process

Staff Engagement and Compliance

In the last few years, we have seen a rise in staff engagement, and for good reason: engaged employees are more productive, satisfied with their work and happier at home. However, the focus on engagement has overshadowed another key point when it comes to employee performance: compliance.
Staff will always comply with instructions if they can see the value and benefits of doing so; however if they don’t feel like they’re part of a team or that they’re part of something bigger than themselves then compliance is far less likely. In this article, we’ll look at some ways that you can ensure your staff buy into company procedures and processes so that everyone is working together towards one goal; increased productivity!

Procedures are a set of steps that need to be followed to complete a task, or process. For example, if you have a procedure for filing documents with the government, this will include the steps required for filling out the paperwork correctly and submitting it on time. Procedures should be in place so that all staff know what they need to do in order for work to get done effectively and efficiently.

Assure staff buy in

• Your staff is a key factor in compliance and therefore, it’s important that you ensure buy-in from them.
• Don’t just say “I’m going to do this” or “we are going to do this,” but also ask for their input.
• It’s not just about having procedures and processes in place, it’s about making sure they’re followed as well.

Communicate regularly with staff

You can use different types of communication to make sure all staff are aware of the latest changes. For example, if you have an email list for staff members, send out emails with important information. If you have a website that is accessible by your employees and customers, post updates there as well. You can also send text messages or post on social media sites such as Facebook or Twitter. Some people prefer to get their news via text message or direct message rather than reading it in an email or on a website.

Make sure your communications are clear and concise so they don’t leave readers confused about what they need to do next—or worse yet, frustrated because they don’t understand what’s being asked of them! Also remember that some people prefer one type of communication over others: some may prefer emails while others would rather read blogs; still others might like listening to podcasts while driving home from work instead of checking out company updates through their smartphone during lunch hour (or maybe even upon arriving at work).

Make it easy

Make it easy to comply. This is the most important thing. If you make it too difficult for staff to comply with your procedures and processes, they will find another way around them and that can have disastrous consequences for your business.

It’s vital that everyone understands what they need to do and how they can do it, so:

• Make sure all staff are fully aware of company procedures and processes. You should also make clear which parts of the process are optional or where there are opportunities for discretion (e.g., if a customer wants something done differently).
• Use a visual approach – diagrams, flowcharts and other visual representations help people understand what you want them to do in an unambiguous way without needing any additional explanation or training. You may even want to consider using videos as part of this approach; videos tend not only increase understanding but also raise engagement levels when used effectively!

Make it simple

To engage staff, you need to make it simple. Here are some ways to do that:

• Use a simple language. If your staff doesn’t understand your message, they won’t respond.
• Use a simple structure for the information you’re sharing, such as bullet points and short sentences instead of long paragraphs and complex ideas.
• When writing emails, limit yourself to one idea per paragraph and use short sentences with lots of white space between them (this makes them easier to read).
• Use simple examples where possible, rather than abstract concepts like “the company” or “our values”. For example, if you want people to recognize that they can speak up when they see something going wrong in the workplace (one of our core values), tell them about an incident where someone did just that—and how it helped everyone involved! A story like this will make it much easier for staff members to see themselves doing something similar in future situations; plus it’ll help them remember the lesson because it’s more likely that they’ll associate themselves with what happened in the story than with knowledge about company values generally (which may seem too abstract).
• Use diagrams and flowcharts whenever possible instead of words alone: these visual aids often help people grasp complicated concepts quickly without needing lots of explanation from others first

Staff will always comply with instructions if they can see the value and benefits.

• Staff will always comply with instructions if they can see the value and benefits.
• Staff must be trained in order to comply with procedures and processes.
• Staff must be audited on a regular basis, to ensure compliance.
• Staff must be assessed, in order to ensure that they are capable of doing the job correctly.

Audit reports must be documented and shared/discussed, so that staff understand what improvements need to be made in terms of processes and procedures.

Conclusion
Engaging staff in company processes and procedures is important. However, it’s not enough to tell employees they need to comply with your instructions. You need to make sure they understand why these processes are in place and how their compliance will benefit them as well as the business. This will ensure that you get the buy-in from your team members that you need, which means better results for both sides!

Kerry TheBolandProcess

Here are four MUST DOs to engage staff.

1. Make the processes and supporting documentation easily accessible. No one should be keeping multiple versions in their top draw!
2. Make it easy for staff to comment and give feedback on the written documents so that you have a culture of continuous improvement.
3. Be clear on a communication plan and how staff can get their queries on processes addressed.
4. Peer to peer learning accounts for 70% of learning so ensure your staff can cross pollinate their knowledge especially if everyone is working from home.