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Navigating TransitionsUnderstanding and Leading Others Through Change 2012
Overview Leading change means: • anticipating the impacts of trends and changes conditions, • being flexible in the face of continual transitions in the organization’s culture, • teaching yourself and others to build skills for dealing with constant change.
Training Objectives • Examine your individual style and make more effective use of your personal capacity for navigating change in order to influence and lead others through transitions. • Apply the 5 Elements for Effective Organizational Change and the 5 Steps for Leading Change to enterprise-level and business unit-level change initiatives that you are involved in. • Illustrate key components of being a more strength based effective leader of change. • Describe the dynamics of individual transitions and how employees will need to be coached during the different stages of change. • Demonstrate coaching and other methods in order to move people through fear and resistance. • Identify communication techniques to more effectively message change to keep others informed and involved, galvanize support, and deal with the many challenges of change.
Your Experience with Change The key to your universe is that you can choose. — Carl Frederick
Self Reflection: What Have You Learned About Change? Any change, even a change for the better, is always accompanied by drawbacks and discomforts. —Arnold Bennett
Change Style Indicator Source: Change Style Indicator: Discovery Learning, 2000
Contributions of the 3 Styles During Change Conservers Pragmatics Originators Get things done on schedule Willing to address the needs of the organization as they arise Understand complex problems Work well within organizational structure Get things done in spite of rules, not because of them Bring strong design and conceptual skills Attend to detail and factual information Negotiate and encourage cooperation and compromise to get problems solved Push the organization to understand the system as a whole Demonstrate strong follow-through skills Take a realistic and practical approach Support and encourage risk-taking behavior Encourage and adhere to routine Draw people together around a common purpose Provide future-oriented insights and vision for the organization Respect rules and authority Organize ideas into action plans Serve as catalysts for change Handle day-to-day operations efficiently Have short-term and long-term perspective Initiate new ideas, projects, and activities Change Style Indicator
Conservers Pragmatic Originators May be rigid in thought and action May be indecisive and undirected May not adjust vision to facts, logic, or practicalities of situation May discourage innovation by promoting existing rules and policies May not promote ideas and properties enough May be lost in theory May not see beyond the present details to understand the broader strategic context May try to please too many people at the same time May overextend themselves – moving on to new projects without completing them May delay completion of task because of perfectionism May appear to be noncommittal May not adapt well to policies and procedures May delay action too long by overly reflecting on situation May be easily influenced May appear unyielding and discourage others from challenging them May appear unyielding and set in ways May negotiate compromise that is too middle of the road May ignore the impact of ideas on system and people May over focus on small details May wait for others to decide before taking action May overlook relevant details Change Style Indicator Potential Pitfalls of the 3 Styles During Change
The Dynamics of Organizational Transitions Tell me and I’ll forget Show me and I’ll remember Involve me and I’ll understand Gandhi
The 5 Elements of Organizational Change Question: How can you use this model as an effective tool for “leading from any chair?”
5 Step Model for Leading Transitions Assess Plan Prepare Execute Sustain • Organizational • culture • Awareness and • understanding • Leadership • competency • Staff readiness • Operational • capacity • Vision • Structure • Process • Messaging • Communication • Training • Business • transitions • Metrics • Communication • materials and • channels • Training • curriculum and • materials • Readiness • activities • Metrics reports • Communicate • Conduct training • Coach staff • Execute business • transitions • Measure and • report progress • Gather feedback • Make course • corrections • Monitor • implementation • Provide • encouragement • and support • Reward and • recognize • Continue • execution Discussion: Give an example of a change inside of DHS or OHA that followed the 5 Steps
Change Leadership Discussion:How does being a leader of change and transition fit within this model? Where does it show up? How does it connect?
The Dynamics of Individual Transitions • Change is a process • Not an event.
The Dynamics of Individual Change People aren’t usually stressed out because there’s too much change. They are uneasy with the level of ambiguity in their environment. They are unsure about their competency to do the things they arebeing asked to do.
To effectively lead change, you must help people navigate transitions. 3-Phase States of Change How to move from current to future? How things will be done tomorrow? How things are done today? Awarenessof the need for change – sets the foundation for helping individuals make personal choices about the change Desire to participate in and support the change – is created by answering “what’s in it for me?” Knowledge on how to change – is built by conveying the skills, training, tools, processes, roles and responsibilities that are required to change. Ability to implement required skills and behaviors – is achieved by providing the necessary coaching and time to master new skills and processes. Reinforcement to sustain the change – is accomplished through recognition and reward for the hard work and energy the person displays in making the change.
Leading Others Through Transitions Not everything that is faced can be changed, but nothing can be changed until it is faced.
What is Coaching? • The purpose of coaching is to help employees achieve their potential and to improve business and professional performance in specific areas. • Coaching is a collaborative process. • A person has to be willing to be coached. • Coaching is NOT: • Performance feedback connected to ongoing performance deficiencies • Discipline or corrective action • Therapy or advising • Mentoring
Coaching Through Change • The role of change coach involves: • Supporting employees through the process of change they experience when projects and initiatives impact their day-to-day work • Helping them address the barrier points that are inhibiting successful change.
Discussion • As a group, identify some motivating factors you know are effective.
Identifying Resistance • Engage in two-way communications with employees impacted by the change. • Interview managers responsible for past changes. • Gauge reactions, watch body language, and pay attention to casual remarks • Set deliverables and monitor their progress. You can use the Assessment Tools in Appendix C to help uncover resistance and the reasons for resistance
Techniques for Dealing with Resistance • Listen and understand objections • Focus on the “what” not the “how” • Remove barriers • Provide simple, clear choices and consequences • Show the benefits in a real and tangible way • Make a personal appeal • Convert the strongest dissenters
Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change The five building blocks of successful change Adapted from Prosci 2008
What to Communicate? • Purpose of the change • Clear vision for the change • Role that each person will play • Tools and support that will be provided • How people can get more information • Where to go with questions and feedback • Timeline and next steps
Communication Tips The two most effective methods for communicating change to employees: • One-to-one or face-to-face discussions • Small group meetings The most trusted
Your Action Plan • In the final analysis, change sticks when it becomes the way we do things around here.— John Kotter
Final Discussion • What are your “take away’s” from this workshop? • What will start doing, do differently, or do more of as a result of what you’ve learned today?