How to Lead Shared Services from Implementation to Stabilization

A Shared Services Launch covers three distinct phases – how to prepare to lead each, successfully Pam Gabel leads the Shared Services Center at the University of Michigan , which handles the HR and Finance transactions in support of more than 45,000 staff. Under her leadership, the SSC was launched (after several previous pauses) in 2014. At the Shared Services Higher Education conference in Dallas, Pam explained which characteristics you need to lead shared services successfully. Reporting by SSON’s editor, Barbara Hodge

There are three separate and distinct phases to an SSO launch, reflecting, in each case, the key stakeholders that matter for that phase, the skill attributes that are most helpful, and the personality you need to put “out there” to succeed. Although it’s hardly feasible (nor desirable) to deploy different leaders for each of these distinct stages, you should think about how to hone your style accordingly.

Phase 1: The project. How to get going? You are a project manager. This phase takes a party planner’s skill and high energy. It’s full power ahead! You need to act as chief motivator, be process oriented and thrive on the adrenaline. There are highly visible deadlines to meet and clear goals need to be set. Leadership needs to make strong decisions that impact the project, and be forward thinking, as well as daring to be innovative and take some risks. At the same time, you need to manage expectations firmly and control the situation. Even if you are not the project manager – act like you are. You’ll have authority because at this stage most people won’t want you to fail (yet).

Phase 2: Go live Post the project implementation period, you hit the ‘go-live’ phase. You are officially no longer a project manager. Now, you are a firefighter. Reality sets in, and you’ll need to make a mental shift. Learn how to be a negotiator and set priorities (some things will just have to wait). Whereas in phase 1 you could be forceful, now you need to practice patience and calm. Communicating is key – even in admitting mistakes (and there will be mistakes). Your job as leader is to be the rock that stems itself against the wave. Set the tone, but pay attention to what’s being said. The pace is still fast, though slowing down. Your authority is still high. Use it.

Phase 3: Stabilization – and going forward Now you are an entrepreneur. This final stage takes courage. Your position has suddenly changed. Whereas before you were the one to ‘make things happen,’ now you are just one of the pack. It will feel like a punch to the gut as the pace grinds to a halt and things get ‘sticky.’ Plus, your authority level has fallen (dramatically) overnight, it seems. Your key leadership skills will be to facilitate and build relationships, as well as be financially conscious. Your peers will determine the project success by this phase, so make sure you focus on adding value and services.

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The last stage effectively defines the life of the Shared Services, and it’s important to position yourself to lead it successfully, from this point onwards. Some of the issues you’ll need to address quickly concern:

Your staff : now that the project is no longer ‘new’, how do you nevertheless make them feel empowered? Your Customers : now it’s no longer about explaining; now it’s about hearing them and aligning your vision with theirs. Your Peers : before you had a lot of influence across the business. Now you are like everyone else, so you need to develop relationships with those peers who did not have as much authority when you did . Financial consciousness : The business gave you money and resources to build the SSO – now you need to explain, in their terms, how you are saving them money. Remember that the people you are reporting this data to did not go to business school. So you need to sound like an entrepreneur to them, and speak their language. Strategic thinking : What will your organization look like in 3 or 5 or even 10 years? Phases 1 and 2 had clear goals. Now, everything depends on your ability to think years out ahead. Your competitiveness : Every time Amazon makes it easier to order something, you will be asked why it still takes you so long. E-forms alone just won’t cut it. Be aware of what’s happening in the IT world that surrounds you. Study your IT contracts carefully. Read up on cloud security. Be politically savvy about the repercussions of your actions. Your Goals : Your #1 overall goal is not money, quality or time. It’s figuring out how to deliver better service. What to do when you suddenly find yourself at Phase 3… Take vacation because you need to change your mindset Get the leadership group together and build out a strategy plan. Roll that out across your enterprise – it will help reframe what you are doing You didn’t need to (and probably should not have) answered supplier calls in Phases 1 or 2. Now, in Phase 3 you need to educate yourself on what’s on offer, and what you missed in the intervening months.

Pam Gabel is Executive Director of the Shared Services Center at University of Michigan, a position she has held since April 2014.

How to Lead Shared Services from Implementation to Stabilization

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