managing change - for new joinees
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8/7/2019 Managing Change - For New Joinees
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MANAGING CHANGE- For New Joinees -
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Introductions
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Ice Breaker
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OBJECTIVESTo Understand importance of Change in
organisationsLearn about shift in paradigm.
Learn about the forces of change
4 Pillars of Change – Communication, Cooperation,
Creativity and Concern for People
Help delegates become customer focussed
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Friends Agreement
Names
Participation and Fun
BreaksMobile Phones ( What should we do?)
Honesty
Here to help each other
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Team Activity
Team name
Team Flag
Team Slogan
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QUADRANT
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Let’s listen to your
Creative Introduction…
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YOUR EXPECTATIONS
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ROLE CLARIFICATION
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• To understand the definition and importance of Role
• To have clarity of Role
• To know the accountabilities of the Role Holder
ROLE CLARIFICATION
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IMPORTANCE OF ROLE CLARITY • Role Clarity is critical to avoid ambiguity within the
organization
• Role Clarity is vital for the integration of
individual goals with the organization goals.
• Role and title are not the same. Role goes beyond title.
• Since an individual plays multiple roles, it is critical for
him/her to know the exact role for which he / she is
accountable.
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ROLE CLARITY
• What am I here for?
•What are my accountabilities?
•What are my output parameters?
•What Inputs do I require?
Please write down what do you think if you do it
correctly you can delight your customer.
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EMERGING PARADIGMSEMERGING PARADIGMS
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PARADIGMThe way you see
something,
your point of view,
frame of reference,
or belief.
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• It is the way we perceive, understand
and interpret the world
• A paradigm is like a map in our head• We assume that the way we “see” things is the way they really are or the
way they should be• Does everyone use the same paradigm?
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Will the left side of the
room please stand andface the back of the room
I will show the right side of the room apicture for ten seconds and ask you toremember what you saw
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Will the right side of the roomplease stand and face the back
of the room
I will show the left side of the rooma picture for ten seconds and ask
you to remember what you saw
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Will both sides of theroom please sit backdownI will show you a picture for ten secondsand ask you to describe what you saw
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Frank Koch
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Frank Koch wrote:
Two battleships assigned to the training squadron
had been at sea on maneuvers in heavy weather for several days. I was
serving on the lead battleship and was on watch on the bridge as night
fell. Shortly after dark, the lookout on the wing of the bridge reported,
"Light, bearing on the starboard bow."
"Is it steady or moving astern?" the captain called out.
Lookout replied, "Steady, captain," which meant we were on a collision
course. The captain then called to the signalman, "Signal that ship: Weare on a collision course, advise you change course 20 degrees."
Back came the reply, "Advisable for you to change course 20 degrees."
The captain said, "Send, I'm a captain, change course 20 degrees."
"I am a seaman second class" came the reply. "You had better change
course 20 degrees." By that time, the captain was furious. He spat out, "Send, I'm a
battleship. Change course 20 degrees."
Back came the reply, "I'm a lighthouse."
We changed course. Steven Covey (in “The 7 habits of Highly Effective People”) tells that story to teach that principles are“like lighthouses.” They are natural laws that cannot be broken.”
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What is a paradigm shift?
A paradigm shift is a way of looking atsomething differently.
We are stepping “outside the box”.
When we make a paradigm shift we can see,
think, feel and behave differently.
Example:
Ptolemy thought the earth was the center of the universe.
Copernicus believed the sun was the center
of the universe. (a paradigm shift occurred)
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Shift
What is your paradigm about how you deal withanger?
What is a paradigm shift (goal) you can make?
REMEMBER: Not all paradigm shifts areinstantaneous -- some happen gradually overtime.
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IS THERE SOMETHING WE
CAN LEARN FROM PIKE?
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SOME OF THE
PEOPLE WHOHAVE BECOME
LEGENDS
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Son of a
frontiersman,who had tostruggle for aliving and forlearning. Fivemonths beforereceiving his
party'snomination forPresident, he
sketched his life
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Son of aweaver wholater becamea sailor andchanged the
world mapforever
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Son of acommoner
who inventedthe motor carand literallychanged the
way peopletravel to theirdestinations
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This personshowed thatearth is not
the only placewhere one
can set foot.
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Son of alawyer
who putcomputers
on yourlaps
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Son of asake brewer
who createda company
without anyborders
Akio Morita
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Son of a poetwho literally
changed therules of the
game
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Son of aboatman
who put the “Made in
India”
stamp onour missiles
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Son of atrader who
got freedomfor his
countrywithout anyguns
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WHAT
SEPARATESTHESE HUMANBEINGS FROM
THE REST
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AttitudeWhat is Attitude ?
Our mental preparation. How we react tosituations. Way we look at and deal with life.
Your Attitude determines your Altitude !!!
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AttitudeHow does one learn to develop a positive,good attitude ?
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AttitudeA = 1
B = 2
C = 3
Z = 26
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SUCCESSdepends on
ATTITUDE [and not RESOURCES]Please REFLECT and ACT
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The difference between
the poor countries andthe rich ones
is NOT
the age of the country.
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This can be explained :
Countries like India & Egypt,are thousands of years old
and yet are poor.
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On the other hand,
Canada,Australia and
New Zealand, that were unknown
few hundreds of years agotoday are developed countries
and are rich.
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The difference between
poor and rich countriesdoes not reside in the
available natural resources.
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Japan
has a limited territory,80% mountainous, prone to earthquakes,
inadequate for agriculture & cattle raising,
but it is the second world economy.The country is like
an immense floating factory,
importingraw material from the whole world and
exporting
manufactured products.
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SwitzerlandDoes not plant cocoa but
has the best chocolate of the world.
In its little territory they raise animals and plantthe soil during 4 months per year, but
they produce dairy products of the best quality.
It is a small country that transmits
an image of security, order & labor,
which made it the world’s strong safe.
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What then is the contributing
factor ?
Significant intellectualdifferences ?
Surely,
Indians are not
intellectually inferior.
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The difference lies
in the attitude of the
People.
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On comparing and analyzing
the attitudes and behavior of the people, we find that
a great majorityof the rich and developed
countriesfollow the following principles
in their lives:
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1. Values and Ethics
2. Integrity.
3. Responsibility.4. Respect for the laws & rules.
5. Respecting the rights of other citizens.
6. Work loving– honest and hardworking.7. Strive for saving & investment.
8. Will of super action.
9. Punctuality.
Contd:-
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In poor countries,it is generally observed that
only a small minority follow these basic principles
in their daily life.
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We are not poor because
we lack natural resourcesor because we are
intellectually inferior.
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We are poor because
we lack the right
attitude.
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SKILLS The You Factor
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THE YOU FACTORTHE YOU FACTOR
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One good way to create a positive image is to enhance your appearance in theeyes of others
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First ImpressionsYou don’t get a second chance to make afirst impression
Almost all First Impressions are made in thefirst 30 seconds !!!
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First ImpressionsSmile
Body Language
Respect
Dress
Stand Up for Elders*
Personal Space
Colours
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OPEN
COMMUNICATION
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THE JOHARIWINDOW
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JOHARI WINDOW
A
Area of free
activity
Things I knowabout myself
Things I do not know
about myself
Things others
know about me
Things others donot know about
me
B
Blind Area
CClosed Area
or Hidden Area
DDark Area or
Unknown Area
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1. Public arena : result of openness , honesty &frankness - Reflects on quality and quantity of relationship
2. Blind area : behaviour & motivations not known
to self But known to others - Feedback3.Private: aspects of behaviour and motivation
which is known to self but not shared with others -Self disclosure
4.Cellar: area of unknown activity where behaviours& Motivation are known neither to self nor Toothers - Internal reflection and exploration
JOHARI WINDOW
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JOHARI WINDOW -
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JOHARI WINDOW -APPLICATION
If we are to increase our
effectiveness & growth, it is
imperative we become aware of our strengths and weaknesses
Encourage & take feedback
We are interdependent
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RELATIONSHIP STYLES AND THEIR
IMPLICATIONSRelationship : HIGH(EIGH(E) exposure & HIGHIGH(F)
feedback
Perception : developmental, employee centered
Implications : gains respect & confidence,
motivates others, generates new ideas, faster
way to problem solving & decision making,Boldness, honesty.
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Relationship : HIGH (E) exposure & LOW (F)
feedback
Perception : directional, task orientedImplications : hard task master approach,
generates resentment among PARTNER,
level of motivation will be low, PARTNERtend to work only if pushed
RELATIONSHIP STYLES AND THEIR
IMPLICATIONS
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Relationship : LOW (E) exposure &
HIGH (F) feedback
Perception: non - developmental, self
centered
Implications : insecure, may
frustrate others, low subordinate
development, emphasis on self
development/ talents & hence
manipulative, supervisor may land up
doing things himself
RELATIONSHIP STYLES AND THEIR
IMPLICATIONS
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Relationship : LOW (E) exposure & LOW
(F) feedback
Perception : mysterious, unconcerned,
unpredictable
Implications : insecure, mysterious, cold/
snobbish, will not be able to motivate and
generate support from PARTNER, high
probability of non-cooperation from
subordinate & results may suffer badly.
RELATIONSHIP STYLES AND THEIR
IMPLICATIONS
BUILDING BLOCKS FOR
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BUILDING BLOCKS FOR TEAM DEVELOPMENT
Clear objectives and agreed goals
Support and Trust
Openness and Confrontation
Cooperation and Conflict
Appropriate Leadership
BUILDING BLOCKS FOR
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BUILDING BLOCKS FOR
TEAM DEVELOPMENT Sound inter-group relation
Individual development
Regular review
Sound procedures
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Facts from Geese
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Facts from GeeseGoose flaps its wings, to creates an “uplift” for the birds thatfollow. The ‘V’ formation adds 71% greater flying range
When a goose falls out of formation, it suddenly feels the“drag” and resistance of flying alone. It quickly moves backinto formation to take advantage of the lifting power of the birdimmediately in front of it
When the lead goose tires, it falls back into formation andanother goose flies to the head of the formation
Geese flying in formation “honk” to encourage those in front tokeep their speed
Lessons from Geese
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Lessons from GeesePeople who share a common direction and are
willing to help others can get where they aregoing by the “thrust” of one another. Like geese, if we stay in formation with those
who are going in the same direction as us we donot feel alone.
It pays to take turns doing the hard tasks andsharing leadership.We need to “honk” to encourage our team
members. In teams where there isencouragement, production is much greater.
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Facts from Geese
“When a goose gets sick, wounded or
shot down, two geese drop out of formation and follow it down to help andprotect it. They stay with it until it diesor is able to fly again. Then, they launch
out with another formation or catch upwith their flock.”
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Lesson from Geese
“If we have as much sense
as geese, we will stand by each otherin difficult times as well as easy times. Inour standing by and for each other webecome stronger.”
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TEAM WORK
• T - Together
• E - Everyone• A - Achieves
• M - More
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MOTIVATION METHODS
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Motivation of Needs:
Achievement/fulfillment
Recognition/status
Social/belonging
Security/safety
Physical
MOTIVATION METHODS
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MOTIVATION METHODS ACHIEVEMENT/FULFILMENT
Training for personal development and greater effectiveness
Giving responsibility & providing opportunities to manage
RECOGNITION/STATUS
Justifiable praise & Demonstrating personal interest
Keeping them informed (company activities, performance)
SOCIAL/BELONGING
Work allocated with reference to specifics
Good atmosphere and personal relationships
MOTIVATION METHODS
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SECURITY/SAFETY
Being told that you are doing a good job
Coaching for the future
PHYSICAL
Minimizing the stress and strain of the work
Good physical working conditions
MOTIVATION METHODS
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DEMOTIVATORS TO AVOID
EVERYDAY DEMOTIVATORS
1. Scoring Points
2. Not Listening
3. Inequitable Treatment
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THE THREE GREATEST INCENTIVES
ARE : Happiness
Recognition
Money
Never forget them !
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We have to be motivated to motivate
Motivation requires a goal Motivation, once established, never lasts
Motivation requires recognition
Participation motivates Seeing ourselves progress motivates us
Challenge only motivates if you can win
Everybody has a motivational fuse Belonging to a group motivates
UNDERSTAND AND AVOID THE DE
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UNDERSTAND AND AVOID THE DE-MOTIVATORS :
Lack of confidence
Worry
Negative Opinions A feeling of ‘no future here’
Feeling unimportant
Not knowing what is going on
False recognition
To motivate someone
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To motivate someonesuccessfully
Remove the de-motivators
Find out what theywant
Show them how toget it
Now the inspiration
Be a good listener Be trustworthy
Catch them doing
something right
Show you believe inthem
Be a good newscarrier
Set Challenges
Be careful with thenegative challenge
Avoid sarcasm
Attract people whoachieve successes
TO CREATE THE MOTIVATED TEAM YOU
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TO CREATE THE MOTIVATED TEAM YOUMUST :
Give the team good working conditions Explain the company’s mission
Give them a goal
Remember the individual members of the
team
Promote the team’s identity
Share success
Ensure the team is positive Be a motivational leader
THE FIVE GOLDEN RULES FOR
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THE FIVE GOLDEN RULES FORSUCCESSFUL INCENTIVE CONTESTS
ARE : Everyone must have a chance to win
Time the incentive system carefully
Decide exactly what the scheme should
achieve
Give tangible prizes
Ensure the scheme is fully understood
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Don’t be a ‘pigeon manager’
Motivate down the telephone line
Plan some good news
Cut down on meetings
Prevent rumors by not being too secretive
Always write positively
TO CRITICISE WITHOUT DE-
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TO CRITICISE WITHOUT DE-MOTIVATING, YOU MUST :
Pick your time carefully Discuss the matter in private
Let the person know you value them
Look them in the eyes
Be strictly truthful
Criticize behaviour, not the person
Re-affirm the person’s good points
Set a review date and remember to praiseimprovement
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Motivation does not stop when you get
home
Plan collective goals
Recognize achievement Avoid becoming egocentric
Communicate more and often
Remember that priorities should include
elements of your home life
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Mission, Vision
and Goal
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Need Shared directionShared valuesShared goals
A template for progress and the futureElevator speech that is
meaningful
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MissionWhat’s in it for me? Subject focus Professional synergy
Collaboration How does it drive our decisions How does it influence our products and services Does it meet the collective needs?
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VisionThe vision is the how or whyMental model that teams can use
We do this for (how do our members line uphere?)AccessAdvocacy
Professional DevelopmentNetworkingPartnering (strategic alliances and growth?)
P W d
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Power Words
Expand Create Do Facilitate
Educate Incorporate Solidify Integrate
Apply Market Produce Promote
Fulfill Access Fund Encourage
Collaborate Change Invent Act
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WHAT IS A GOAL?WHAT IS A GOAL?
A wish with no directionA wish with no direction
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Focus
WHAT IS A GOAL ?WHAT IS A GOAL ?
A wish with no energyA wish with no energy
behind itbehind it
GOA S?
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WHY GOALS?WHY GOALS?
GOAL SETTING
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GOAL SETTING
ex
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Why set goals?
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Why set goals?
Goals help you decide what to dowith your time
Goals increase your personalsatisfaction when you achieve them
Goals tend to improve yourconcentration
People who set goals tend to sufferless from stress & anxiety
G l S tti
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Goal Setting
Goal setting encourages one to look
at themselves more clearly to seewhere they are heading and what
they want.
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