Rose Hollister, Managing Director at Hollister Associates
Speaker Bio
Rose Hollister specializes in partnering with leaders and executives to accelerate results, increase strategic effectiveness, and meet emerging business challenges. Recognized as an expert in change management, Rose works with organizations to help leaders understand key elements of change and to foster an inclusive environment for making transformational shifts.
Prior to founding Hollister Associates, Rose directed the Leadership Institute for McDonald’s Corporation, a Fortune Top Company for Leaders. The Institute provided innovative development for the top 1600 global leaders in over 100 countries. In this role, Rose had oversight for culture, onboarding, leadership, team development, and executive coaching. At Equity Office, Rose served as the Vice President of Organizational Learning and Development, where she led leadership and change.
Rose teaches Global Change and Global Leadership at Northwestern University.
Interview Summary
01:00 Q: How did you get into teaching about change & consulting with organizations about change?
01:12 Leading Organizational Change at Equity
01:50 Teaching at Northwestern
02:20 Q: What is the single most important factor of change management?
02:33 Clarity About Change
03:20 Q: Why is that hard?
03:30 Change Initiative Overload
04:38 Leadership Delegating Change
04:58 Q: Why is a business case important to change?
05:25 Show how it benefits the organization
06:56 Q: What is the #1 cause of resistance to a change effort?
07:20 Unclear Outcomes, Lack of Involvement
08:22 "People want change done with them, not to them."
09:25 Resistance is Natural
10:20 Not All Change is Equal
11:15 Understand the Resistance
12:50 Q: Where do people make mistakes with leading change?
13:05 Lack of Sponsorship from Leader}
14:48 Underestimating Required Time & Resources
16:58 Q: Your HBR article “Too Many Projects” - why did you write it?
17:16 Impact of Change on Employees
19:22 Hidden Costs of Changing Poorly
19:55 Prioritizing Changes
20:50 Q: How do teams get beyond the swamp of consensus into nimble collaboration?
21:15 Input vs Consensus
22:20 Clear Decision Rights
23:07 Q: How do we manage change well in a time of crisis?
23:27 Standard Change vs Adaptive Change
24:05 Understand Impact & Intent
24:50 Vulnerability & Flexibility
25:25 Make Intentional Time to Connect
27:15 The Change Curve and Pulse of Change
27:47 Slide: The Change Curve (William Bridges)
28:26 Example: COVID
31:00 Slide: Pulse of Change
31:55 Example: Back to Office Plan
34:42 Q: How do you scale change management processes to fit smaller change initiatives?
35:24 Evaluate Impact and Rightsize Support
36:54 Q: Do you have a framework for change that you recommend?
37:09 Business Case, Impact Analysis, Message, Input
38:46 Q: How can I, as a leader, help teams to separate tools from real change?
39:05 What is the business impact of the tool?
40:17 Time Allocation
41:24 Q: In the conversation about sponsorship... How do we help the desired sponsor to fill the role when they are resistant to "making a decree"?}
42:30 Alternate Level of Leadership
43:40 Leadership Must Send the Message
45:18 Q: How does one Sponsor help lead the change when all other leadership is "too busy" or expects others to do it for them instead.
46:10 Be Specific in the Request
46:50 Get the Commitment 1:1
47:25 Is Their Support Optional?
49:05 Q: How does one who is not a top-tier leader influence leadership to understand the impact of the change initiative overload and encourage fewer changes?
49:46 Do an Assessment
50:00 Allocate Time
51:54 Example: List of Projects at BWBR
53:45 Q: How do you know when you've done enough? Given enough time, asked for enough input, planned enough resources, etc.?
54:28 Envision the End Result
55:22 Break It Down to Specifics
Read the Collaborative Notes
Members of our team and the KA Connect community took collaborative notes during this Deep Dive using Google Docs. Collaborative note-taking helped us summarize key takeaways, collect related links, and will provide us with a quick reference when we return to this topic in the future. We've found the notes quite useful so far and hope you will as well.
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