How did his journey start? His first “official” Project Manager job began when he joined DHL in November, 2004, but his project management journey actually began many years before. In fact, as a child, " I exhibited the innate traits of successful project managers when in the school recess yard my friends wanted to play football, but I brought a pencil and paper out of the classroom to create plays. Most of the kids didn’t want to plan and simply wanted to play (Sound familiar?). I didn’t realize it at the time, but it was the beginning of honing my skills as a servant leader."

After graduating high school, Keith went to a trade school to study electronics technology, because he had a fascination with figuring out how things work and a knack for troubleshooting problems. He worked his way up through Motorola as a Network Analyst and then joined American Power Conversion (APC) to become a Data Center Operations Manager. Throughout this part of his career, Keith was leading teams by creating plans to implement new networks, build out new data centers and manage daily operations on a 24x7x365 schedule. In essence, "I was performing daily operational tasks while creating and managing informal projects before I even knew of the “Project Manager” profession."

After obtaining his Executive Masters of Business Administration (EMBA) degree, Keith decided to move his family from Rhode Island to Arizona to start a new phase of his career outside of the data center. His peers at Motorola helped him relocate. In 2004, Keith learned about the Project Management Institute’s Project Management Professional (PMP) credentials and realized his IT background and the PMP would allow him to change careers while still being connected to technology, which he loves.

Over the past 17 years, Keith Harrington has intentionally selected and joined various companies to gain experience in transportation and logistics, digital education, financial services, healthcare, hospitality and have for the past 5 years been with a terrific network marketing company, Plexus Worldwide. Throughout the course of this journey, he have honed skills as a Project Manager, Program Manager, Portfolio Manager, ScrumMaster and Executive having successfully developed and currently leads an outstanding team of professionals in an Enterprise Project Management Office (EPMO).

I asked Keith Harrington, what he is pastionate about, and he replied, "mentoring my team members to ensure they have the skills and experience to have a successful career in project, program and portfolio management. I had a very good mentor at Motorola that set me on a successful career path and I want to do the same for everyone I can help." After some reflection he felt his colleagues would describe him as analytical, disciplined, honest, and confident which some could describe as arrogance. His introspective traits struck me as a person who respects other's time which has helped his track record of getting projects done.

He believes in the social good, in November, 2020, he became a proud member of the Cancer Support Community of Arizona’s Board of Directors, which is near and dear to his heart since members of his family are cancer survivors. He has also been a blood donor for the past 37 years and a contributor to the Rhode Island Food Bank and St. Mary’s Food Bank for more than 30 years.

Keith Harrington is a gifted storyteller. When I asked him what was on his bucket list besides adding books to an ecletic library he broke it into two parts. "On a social and spiritual level, I want to make sure my family and people that know me consider me a genuine friend that gave back more than I received. On a physical level, I want to build my dream house to spend my retirement years creating, fabricating and giving back to my community."

If you get a chance to speak with Keith Harrington at a breakfast meeting, you will find him engaging. You might even leave with a bit of wisdom.

Salvador Marin is a US Army veteran whose plan initially led him to information technology so he could learn how to create video games, his beginning passion. The demands of his military job, a signal satellite technician who ran equipment forged a different path. Salvador was not trained for it; he went to his unit and the needed role had to be self-taught. It started a lifelong education journey where he became the go to guy. The task uncovered his hidden skills and strengths. Salvador discovered that he was analytical and curious. Creating games led to building his own computer, learning about the circuits and how the electrical components connect. Basically, what makes the game work and why does it work?

Salvador’s employment path began in the private sector began by putting his lessons learned into a college degree which he obtained while working. If you ask Sal who he is, “it's a puzzle solver, he now leads others to the solution.” Salvador is a nerd at heart. His nickname is Data. Star Track followers will remember the character who tends to interpret things literally, the black and white, what is said, rather than what is meant, gray. Today he has learned to ask a series of questions to lead others to solutions instead of providing the answer to help perpetuate learning.

His interest in project management, planning his life rather than stumbling into it, led to an interest in finance. Salvador Marin loves to manage costs and schedules, key in the construction industry. This attention to detail enabled his success. “Who doesn’t know the numbers?”

Salvador’s strong sense of family, raising his children, giving back with the Knights of Columbus and his motto, truth is the truth, he feels will keep him on the correct path. His words resonated with me, “if something is hard, remember someone is always looking up to you and you want them to improve their own situation, so no handups, you can do it if you work to the bone.”

Work serves a purpose; it is all about supporting the family His work ethic has set an example to his siblings as a role model. Sal’s love of video games is still alive, he has turned his passion into quality time with his son.

Salvador Marins next career goal is executive leadership, somehow, I envision his winding road taking him there.

Here is a quick recap of what ADKAR stands for:

·                  AWARENESS

·                  DESIRE

·                  KNOWLEDGE

·                  ABILITY

·                  REINFORCEMENT

Knowledge

Knowledge is about each person understanding how to change. This would be the education and training on the new tool, their processes, and them understanding any new expectations – whether it be a new role or new responsibility. Depending on your change initiative this could be as simple as providing a new URL link or as complex as an entirely new office location, reporting structure, and office procedures. But, even with the range of complexity, this ADKAR milestone is where I think, as Project Managers, we are the most familiar and comfortable with as we typically cover aspects of this during our UAT (User Acceptance Testing) and Training sessions.

I have seen some really cool examples when it comes to how to deliver knowledge. Gamification techniques can be used to tap into the reward center of our brains and provide positive reinforcement as a fun and interactive way to help people gain the new knowledge.

I’ve written a blog about using game theory for time-tracking that goes into detail about each game mechanic if you want to learn more about gamification.

There are a lot of additional resources available to help deliver knowledge including creating interactive quizzes, live train-the-trainer sessions, on-demand training videos, and even using a pilot group to help create early adopters or help discover power-users and champions.

Keep in mind, we do not want to take any previous knowledge for granted or make assumptions on their current knowledge level. Sometimes offering a “foundation” class to make sure everyone is on the same baseline of understanding can help before delivering new information.

Ability

Ability is the fourth ADKAR milestone. This is the person’s skills as they relate to the future state. They may have the awareness, they are on board about the change, they have been trained – but do they have the ability? Meaning, do they have the intellectual capability, the physical ability, an SME (Subject Matter Experts) or mentor support, and the time to learn what is needed for the successful change?

One example that helps describe this ADKAR milestone is if there was a change for a company to shift from an hour lunch to a half hour lunch. This may seem like a simple change, but what if the person takes public transport or drops their kids off at school — getting off a half hour earlier or coming in a half hour later is not an option for them.

I think we have all had some personal experience with this when it comes to COVID and having to work remotely. I may be on board to work remote because I understand why (we have a pandemic) I have the desire (I don’t want to get COVID or infect others), I have the knowledge (I have been trained on how to login remote) but do I have good internet and a place to set up my workstation at home?

Also, sometimes it may take people different amounts of time to learn something new. We all know the type of person (I’m one of them) that needs a little bit of time to process and try it on their own to help settle their new understanding of the process. They have gone through training, so they have the knowledge of how to do it, but they may need a few weeks of using the new tool in order to develop their competency and ability to actually use it.

Projects that have a quick go-live and do not account for this may can put a person’s Ability milestone at risk so it’s something to keep an eye on while building out your project plans and working with managers.

Today, our focus is on the second milestone – Desire in the ADKAR acronym. As you just read in our last blog ADKAR stands for

·                  AWARENESS

·                  DESIRE

·                  KNOWLEDGE

·                  ABILITY

·                  REINFORCEMENT

Desire

A person needs to have the desire to participate and support the change. This is a biggie. Without this you may have delays, productivity may decline, and people may even leave the organization. It is also a very personal thing, (as much as we wish we could!) we do not control other people’s choices.

Hiatt mentions there are Four Factors that contribute to an individual’s desire to change:

• The Nature of the Change

Is this change an opportunity or threat and what is their WIIFM (What’s In It For Me?)

• The organizational or environmental context

The Success (or non-successes) of past changes, other changes that may be also occurring in the organization, and the organization’s culture of change.

• An Individual’s Personal Situation

Our career aspirations, financial security, age/healthy, personal relationships in and out of work

• Intrinsic Motivation

What we value, our internal voice or internal compass.

We talked about Awareness in our last post and desire tends to immediately follow that. We’ve all been there – your sponsor announces, “A Change is Coming!!” and as soon as we log-off the meeting invite, most of us are sending a ping to our manager, “Hey, just heard the news does this mean I have to (insert how I perceived the change will affect me here).”

Because of this common reflex Prosci recommends that the desire messaging is best communicated by the Direct Manager. They are closer to their staff and their everyday duties, so they can help them understand the specific WIIFM.

“As you have heard, we are getting a new PPM tool, this is really going to help you save time when you submit your project status reports because it has a one-click button that aggregates all the data. No more late Friday emails asking where your status reports are! We’ll all be able to log-off in time to attend the company Happy Hour.”

Of course, it is worth noting that the manager needs to have gone through their own ADKAR journey before they can properly help their staff consume the information. If they are just finding out about the change at the same time as their staff, then this is a recipe for disaster.

As change practitioners, we need to help the manager by first getting them through their own ADKAR journey and then preparing them, and giving room for them, to lead their staff through the change. They will need our support to identify and manage resistance and how to provide clear communications on the benefits of the change initiative.

Here is a quick recap of what ADKAR stands for:

·                  AWARENESS

·                  DESIRE

·                  KNOWLEDGE

·                  ABILITY

·                  REINFORCEMENT

Reinforcement

Reinforcement is the person continuing and sustaining the change. During this phase you continue to manage resistance, implement corrective actions, and celebrate success.

It is also important to collect and analyze feedback because creating a good feedback loop, where people have a voice on what is working well and can provide areas of improvement, will help them feel empowered to continue to support the change.

I’ve seen some great success with this when companies have communication channels where employees can recognize other team members that are doing well with the change. Managers have different options to honor them with some type of formal reward including becoming certified or even gaining a promotion. At one company I was at, they called this acknowledgement “Find the Good and Praise It” (FTFAPI) and at another it was known as giving someone a “High-Five.” Both were easy actions for a person to submit a praise and that praise to be shared company-wide.

Unfortunately, try as we might to get people through their ADKAR journeys, some changes may result in employee turnover. Monitoring this effectively can help shape how the organization approaches change and strengthen the culture (or weaken if it is not properly dealt with). This goes back to the Desire blog where we mentioned the organizational or environmental context factors can affect the desire ADKAR milestone based on the success (or non-successes) of past changes, other changes that may be also occurring in the organization, and the organization’s culture of change.

Yes, change is a cyclical journey, and everyone will go through each milestone with each change they encounter. It’s up to us as change practitioners (or project managers with our change management hat on) to help educate our Sponsors, Mid-Line managers, and Team Members on how to effectively manage through each milestone by educating them that this is a process, but we have the resources available to help them through it.