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September 2015

Innovation distinguishes between a leader and a follower—Steve Jobs First Edition Contributors

KAT’S CORNER  Kat Lee

The Back to School issue  Michael Lin

The first of anything can be intimidating. First day of school. First  Angela Kenyatta
day of work. First time you try chicken feet at a Chinese restau-
rant! Well, this is the first NACM newsletter and if anything, it feels  Ivonne Gaus
pretty good to get it hot off the presses. This newsletter is meant to
be interesting, educational and fun. It’s meant to connect, stimulate Being BMO Trivia!
and engage. Here’s what we figured: every day we have to read
enough status reports, financials, and project updates. It’s time we In this edition, we
had a little fun with our team and the topic of change management! will find this ac-
[Continue page 2] tion three times,
can you tell us
WHAT’S NEW? where?

Lets take a sneak peek to the new team members! BFiyndMouict hwahyelthLeiyn Submit your an-
swer for a chance to win a surprise
joined the BMO NACM team! - Welcome! prize!

Kim Chung—Canadian Commercial Banking Recommended Book
Completely Hands-
...Because the opportunity was intriguing and I heard great things on approach book!
about the team! Loaded with crea-
tive activities that
Andrew Paul—AML will help you be-
come a great facili-
...To utilize my change management skills and experience in tator using flip
order to enhance the overall productivity and efficiency of BMO
employees corporate-wide charts, markers, and sticky notes! A
must read!
Sharon Zinkula—AML
Do you like writing? Do you
...Because it seems to be an opportunity where I can contrib- have information you would
ute and have an impact, where I can learn, and I love the com- like to share? Would you like
to recognize someone? Would you
like to recommend a book? Do you
have suggestions?

Let us know!

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KAT’S CORNER

Upward and outward. I’m so excited to see how so many of our team is getting involved in industry associations
such as ACMP and CMI. Staying connected to the pulse of the industry is so important. The upward|outward
view is a reminder to keep your eyes on what’s happening outside of BMO to hone our craft and push the bound-
aries of what we know and do. Check out Brian’s Interview with CMI this month! Brian, Rod and Rob are actively
involved in the ACMP Chicago and Toronto chapters. Make sure you bring back all your great learning, guys!
One of the big industry trends in change management that gets at the heart of behavior change and how to
“nudge” behaviors is in the realm of neuroscience and leadership. Neuroscience has been around a long time,
and often used in marketing to influence consumer decision making. But over the last decade, researchers such
as David Rock have started to marry the science-y aspects of how the brain works, with the more softer skills as-
sociated with leadership and organizational change.
What does it mean for us?
Neuroscience provides a different perspective to change in that it brings a more human and people aspect to the
mix – which aligns perfectly with our Being BMO building blocks. It doesn’t focus on the methodology, vehicles,
messages, training, deliverables, measurement and tactics of change. It focuses more on the psychological be-
havioral drivers such as, incentives, enablers, and deterrents to change. These help prioritize engagement, col-
laboration, morale, and leverage respect for employees throughout a change, and of course, the role of an au-
thentic leader in leading the change. Carrots and sticks are too simplistic to change complex human behav-
ior. The following five particular qualities, the SCARF model, enable employees and executives alike to minimize
the threat response (resistance to change) and instead enable the reward response (adoption of change).

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An example from David Rock’s 2009 Strategy + Business article below
states:

“Organizations often assume that the only way to raise an employee’s
status is to award a promotion. Yet status can also be enhanced in less
-costly ways. For example, the perception of status increases when
people are given praise. Experiments conducted by Keise Izuma in
2008 show that a programmed status-related stimulus, in the form of a
computer saying “good job,” lights up the same reward regions of the
brain as a financial windfall. The perception of status also increases
when people master a new skill; paying employees more for the skills
they have acquired, rather than for their seniority, is a status booster in
itself.”

This was only meant as a thought starter to what we do every day. As “Traditional change in manage-
you build your change plans, remember to put yourself in the shoes of ment tactics in organizations are
your impacted stakeholders and consider the system of people ena- based more on animal training
blers in your tactics and messages. Have your change tactics consid- than on human psychology and
ered the lens of how your impacted stakeholders will think, feel, react, neuroscience. Leaders promise
perceive, understand, and be rewarded in relation to the five qualities bonuses and promotions (the
below? carrot) for those who go along
with the changes, and punish
To help kick start your first forays into neuroscience, take a scan those (the stick) who don't with
through the following. And remember, the first of anything can be intim- less important jobs or even job
idating, but as we each move through our journeys of change practi- loss. This kind of managerial be-
tioner to change expert, it’s a step that we’re all taking together. havior flies in the face of evi-
dence that shows that people's
Happy reading! primary motivation in the work-
place is neither money or ad-
Psychology Today: The psychology of organizational change vancement but rather a personal
Forbes: Get behavior change that lasts using neuroscience interest in their jobs, a good envi-
HBR: This is your brain on organizational change ronment to work in and fulfilling
Strategy + Business: Managing with the brain in mind relationships with their boss and
colleagues.” -- Ray Williams,
Psychology Today

NeuResource: The rising tide of neuroscience in organizational change

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FOOD FOR THOUGHT By Angela Kenyatta

Why Change Management isn’t always enough…

A s change practitioners, we guide and support clients through a wide array of incremental
and transformational change initiatives. Whether the mandate is to redesign the culture of a
50 person department, or to implement a new technology system – impacting thousands--
across a global enterprise, we are called upon to apply sound principles, a structured process, and proven
tools to facilitate the transition from the current state to the desired future state.

Our aims are fairly straightforward: to mitigate risk through the rigorous yet agile implementation of
change methodology, to minimize disruptions to the business and to proactively ensure that the people im-
pacted by the change are properly enabled to move towards the new or transformed culture, process, struc-
ture and/or system. To accomplish these formidable feats, we concern ourselves with the strategic design
and tactical deployment of robust change plans and the coalescing of diverse stakeholders.

Projects requiring Change Management support vary in size, scope and resource allocation, yet typ-
ically share the following characteristics: the change is planned, controls are needed and the impending
change is being integrated into some aspect of the existing status quo. But, what happens when the de-
mand for change comes urgently, or in a way that is atypical or unexpected? A major competitor announces
an innovation poised to fundamentally shift the marketplace in their favor, or you awaken to news that your
company has succumbed to the hostile takeover that everyone said would never happen. What about when
the sheer volume of concurrent change raises the level of risk and catapults you squarely out of your com-
fort zone? You’ve got 99 problems and a lack of change ain’t one!

When the nature of the change challenges
us to either “play hard or go home,”, Change Man-
agement, in and of itself, is rarely enough. When
bigger leaps and bolder actions --made at faster
speeds -- are called for, Change Leadership is
needed. If Change Management is the skilled, col-
lective improvisation that creates beauty out of the

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offbeat syncopation of a jazz composition, then Change Leadership is the breathy silence that lives be-
tween the notes. If you don’t know what to look for, you may miss it. Yet, its presence is powerful and pal-
pable.

Change Leadership requires a different mindset and wider lens. It is visionary, courageous and adaptive.
Change leadership envisions not only a clear and compelling vision of the organization’s future, but is
equally mindful of who the people within the organization must become in order to build and sustain the
aspirational state. The same people, doing the same things, in the same ways will yield the same results.
Change leadership encourages innovation and empowers people to take the actions necessary to create
a new normal.

Change work brings with it varying degrees of complexity and intensity. Under scoped, under re-
sourced, and over-budget projects are commonplace. The stakes are high and so are the levels of stress.
Resistance surfaces and ways of working and being can become increasingly counterproductive. The im-
pulse to sink into the quicksand of conformity is natural, albeit detrimental. When the norms within the ex-
isting power base operate in ways that contradict or impede development as the organization seeks to
leap forward, Change Leadership must act courageously and challenge the status quo. If we, who are en-
trusted to be counted among the leaders of change, “go along to get along,” just like everyone else….why
are we even here?

Isn’t it interesting how the stellar Change Leadership skills that

really helped Project A take flight, went over like a lead balloon

when working on Project B? Yeah,” it’s like that….and that’s the

way it is…Huh!” No matter how long we’ve been engaged in this

work and no matter how good we are at what we do, there will be

times when our best efforts and greatest intentions won’t align

with what’s needed. This is especially true when the tides of Change Leadership requires that we remain
transformation run high. We will be called to dig deeper, try an- adaptable

other way and/or call in the troops for some much needed consultation, support and/or reinforcement. And

that’s a good thing! What we know to be true, at some point, will be seriously challenged. What’s always

worked before will one day meet its very contrary match. Change Leadership requires that we remain

adaptable. Through regular reflection on our practice and an earnest commitment to continuous learning

and continuous improvement, we keep ourselves from becoming static. Highly effective change leaders

practice what they teach!

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GOING ABOVE & BEYOND By Kat Lee

Recognizing people for exceptional performance feels good. I
love letting someone know if I’ve heard positive feedback from
a partner or if I’ve seen someone do something positive and
valuable like send a great email, or facilitate a fantastic meeting. I’ve
learned that recognition doesn’t have to be big, but it’s most impactful if it’s
meaningful. Meaningful and personal recognition is one thing that’s on my
radar for improvement in FY16.

At BMO, one of the primary ways to formally recognize performance is the
BMO Beam platform that was launched last year. I’m glad to see that
many of you actively use BMO Beam to congratulate and thank other team
members for their efforts – whether big or small.

Every quarter, as a Delivery group, we identify individuals that have
demonstrated Being BMO actions and gone above and beyond in their Did you know that, behind the scenes, I track
work. We congratulate their great work by awarding them with a Spotlight and notice the number of BMO Beams that

our team members send? For example,
Award which result in a personal thank you for their accomplishment as thank you Jan and Anne for actively sending
well as 1,000 Air Miles which is equivalent to $180! For this quarter, I’d Beams to other team members and partners

this quarter.
like to congratulate the individuals from our team and share how they have
gone above and beyond to support their programs and partners.

Rob Mencel, You exemplify Being BMO by always raising your hand, owning a problem to help other succeed; spe-
cifically with CRM2 and supporting PSFE with their change roadmapping session, supporting Carol with the
PCIDSS change work, and the collaborative change session with the Welcome to BMO gang. There are count-
less ways you are finding better ways for us to operate as a team by supporting Delivery communications, shar-
ing best practices and research with our team and Change Community of Practice, piloting CLG's behavioral
framework and acting as the team SME for our metrics workstream. All this on top of your portfolio change
management role and Welcome to BMO work. Thank you for inspiring me and many others with your passion
and excellence in change leadership!

Angie Johnston, you have strongly demonstrated how to live our “Being BMO” actions by going above and beyond
in supporting the Home Financing and Commercial Lending LOBs; skillfully handling last minute rushes/
changes, often with lots of ambiguity. You instinctively put the employee and customer first and always take
ownership of the challenges that come your way. You were instrumental in the launch (and continued success)
of the new credit box format for Commercial policies, and have more than capably relieved the senior manager
during absences and vacations. Your experience, wisdom and counsel are sought out by your immediate team,
your NACM/Delivery team members and business partners. Thanks you for always doing what it takes to help
others succeed.

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Ivonne Gaus, As part of the soon-to-be-rebranded Leads Management Engine program, you have helped our busi-

ness partners find a better way by facilitating an interactive "rebranding workshop" that included Marketing, HR,

Sales Force Effectiveness and others. The result was a new program identity that everyone is excited about.

The process united our partners and built a strong foundation that the program can use to put our frontline in

better position to serve the customer. You also continue to push the creative envelope by working with U.S.

Customer Experience and the North American Customer Contact Center to help them seek out new perspec-

tives as both groups look to strengthen their internal identity and reputation with their own business partners.

Thank you, Ivonne!

A couple things come to mind as I identify award winners and were part of the decision making criteria I use to

identify our Spotlight winners.

Number - We have only three 3 spots per quarter.
Representation - I request nominations from CP&P and U.S. teams to ensure fair representation.
Timing - I consider project timing/launches and think about who would receive Spotlights in the next quarter
Overall effort – To clarify what I mean by “above and beyond”, I sent an email in

May that outlined some of the following questions to clarify how I think about
differentiated performance.

Do you manage a significant amount of work that is beyond what is expected of
your role? Or do you do what is asked?

How much guidance to do you need from others to deliver what is expected?

Do you execute more activities and make decisions efficiently and effectively
than others?

Are you known for having a positive attitude, are you easy to work with, do you
ask how you can help?

Do you take the initiative to suggest new ideas and recommendations without being asked?

Do you solve problems on your project that aren’t your accountability, but that close a gap and contribute to
the project’s success?

Do you go out of your way to help your peers or connect to other employees?

Did you know that you can make a special request to recognize great performance by submitting a request form to
HR outside of the quarterly Spotlight process? You can allocate up to 750 points or Air Miles ($135) to recognize
the outstanding contribu-
tions of others (with budget approv-
al). Don’t forget that there are a
variety of ways that you can say
thank you and recognize team
members for all the great work they
do. Think about your partners,
peers, team members, and leaders
that have gone above and beyond
to help you, and take the time to
say thank you and recognize their
contributions because recognizing
others can not only brighten their
day, but yours too!

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WORK HARD, PLAY HARD

Back in May there was an Employee Photography Contest “Snap the Moment, Live the Brand”. More than
1,000 BMO colleagues participated… and we did too! First take a look to some of the finalists.

A shared perspective - Raymond Aarons It’s not the mountain we conquer, but ourselves - Kendelle
Lord

Father and daughter before sunset - Liu Yu Look at my muscles - David Tee
Exploring the local street market - Sheena White
Ok… now let’s take a look to
our pictures. Hey we didn't
win but we had a blast!
Thanks Lauren for putting
the photoshoot together!

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The Bloopers

NOTE: White circles provided to point out our silliness

Looking at the sky? Was Hubert cold?

Germ phobia? Backstreet girls?
Who is the boss?
Who is the boss with happy socks?

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THE INTERVIEW By Ivonne Gaus

Moira Bell. It was very interesting getting to know Moira better both

on a professional and personal perspectives. She truly is a Change Manage-
ment passionate, and she carries that passion in all the things she does, like
coaching others, snowboarding or as she calls it “playing mom.” I am sure you
will enjoy this interview as much as I did! Special thanks to Moira.

Can you briefly describe your role?

Sr. Manager Enterprise Change Management – EPMO

My role is to help set the standards, the guidance, the tools and templates around the change management

framework and enable that by building capability across the enterprise to ensure we realize busi-
ness objectives.
My vision is to find a way to integrate change management and how we approach our everyday
work, building that mindset for change management being part of everyone’s job, every day,

every time.

How long you have been with BMO?

Since March 23, 2015

What is some of your previous experience before BMO?

Sr. Director Organization Change Management at Loblaws; Sr. Change Lead at Enbridge

What do you enjoy the most about your work?

Ensuring that I create possibility and energy to support others, finding how they can better live, learn and
perform and be their best

What is your strongest/favorite Being BMO action?

Helping others succeed

What is something unique about you (hobbies, passions, skills…)?

I love to snowboard, cycle, and “play mom” (4 kids).

What is one of your favorite places and which place
would you love to visit in a future?

I love San Francisco , the combination of beaches, the scen-
ery, the city life, the forest, great family vacation!

In the future, I would love to go to Tuscany, Italy! (Good
choice Moira!)

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