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PMINJ Chapter

International Project Management Day

06 November 2014

Why Should They Care

Overcoming the

Resistance to Change

Eric Kulikowski, CPC Dare To Be Amazing, LLC

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What applies to me as a Project Manager?

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What can I do better?

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Why should they care?

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How can I keep my team safe?

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“Never confuse a tailwind with

good management.”

- Jeffrey Immelt

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How do you become more Agile?

How do you embrace Adaptability?

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Change is the new constant …

Change is the reason we exist

Change is a signal of growth

And, Change is our lifeline

to the future

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Hey, change can be really scary …

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WHAT ARE THEY AFRAID OF?!?

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Managing and coping with change is

the number one critical issue faced

by organizations today

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But, recognize that …

CHANGE BRINGS UNKNOWNS

UNKNOWNS BRING ON ANXIETY

AND ANXIETY PROMOTES RESISTANCE

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Transition

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Courtesy of EQ Consulting Services

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Change is a cycle.

1. Awareness of change. 2. Questions (or concern). 3. Frustration. 4. Change is here to stay. 5. We’ve accepted the change! 6. We made it.

The Change Cycle

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d

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People generally

don’t fear change.

Chin Beard Wisdom

They fear the

uncertainty relating to

change.

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Dealing with Change and Uncertainty…

FREEZE? IGNORE IT?

OVER ANALYZE?

ACTION?

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CHANGE

WITHOUT

RESISTANCE

Why Should They Care?

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The Law of Inertia Nov 6, 2014 37 ©2014 Dare to be Amazing, LLC All Rights Reserved.

OVERCOMING THE RESISTANCE …

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OVERCOMING THE RESISTANCE … WHY SHOULD

THEY C-A-R-E?

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C OMMUNICATE/Connect

A SSESS THEIR PERSONAL NEEDS

R ECRUIT THEM TO HELP

E XHIBIT THE DESIRED BEHAVIORS

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“ISN’T IT OBVIOUS?”

“DO I REALLY NEED TO EXPLAIN THIS TO YOU?”

“WHY DON’T THEY GET IT?”

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COMMUNICATE/CONNECT

• Anchor the Message

• SAY IT

• SAY IT often

• SAY IT yourself

• SAY IT in their words

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The Curse of Knowledge

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“It is more fun to talk to someone who

doesn’t use long, difficult words but

rather short easy words like

‘What about lunch?’ ”

~ Winnie the Pooh

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Yeah … but …

–EMOTIONAL CONNECTION TO OLD WAYS

–CHANGING IS NOT RATIONAL

–“WHY ARE WE DOING THIS ANYWAY?”

–“WHY SHOULD I CARE?”

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“We have to grasp not only the Know-How but also the Know-

Why.”

~ Shigeo Shingo

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COMMUNICATE/CONNECT

• “Why” we will do what we will do

– Address the WIIFM factor

• Quantitatively share why future state is desirable

– And why the present is risky

• Share benchmark info Provide a role model

• Explain the plan to get there

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COMMUNICATE/CONNECT

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“WHY DIDN’T ANYONE ASK MY OPINION?”

“WHY WASN’T I CONSULTED?”

“SHOULDN’T I KNOW WHAT’S GOING ON?”

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– LOSS OF JOB

– LOSS OF CONTROL

– LOSS OF POWER

– LOSS OF SECURITY

– LOSS OF MENTAL SAFETY NETS

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– AREN’T SURE IF THEY CAN MAKE

THE CHANGE

– FEAR THEY WON’T SUCCEED

– BELIEVE THINGS MIGHT GET WORSE

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“The feeling that your status is

under attack is the most defensive

you can feel.”

~ David Rock

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C OMMUNICATE/C onnect

A SSESS THEIR PERSONAL NEEDS

R ECRUIT THEM TO HELP

E XHIBIT THE DESIRED BEHAVIORS

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ASSESS THEIR NEEDS

• Listen with empathy

– Discover the origin of their resistance

• Intellectual, Emotional, Behavioral

– Let them “vent” it out!

• Hold small team meetings & 1:1’s

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“Listening is not waiting your turn to speak.”

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ASSESS THEIR NEEDS

• Listen with empathy

– Discover the origin of their resistance

• Intellectual, Emotional, Behavioral

– Let them “vent” it out!

• Hold small team meetings & 1:1’s

• Ensure everyone sticks to data and facts

– Provide clarity on what is changing

• Look out for passive aggressive behaviors

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WHAT is it going to take for you to be

successful?

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Chin Beard Wisdom

Failure can often have

more to do with lack of

alignment than the

strength of vision or the

efficiency of execution.

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“People don’t change their behaviors

based purely on what they know.

They change based on what they feel.”

~ Mehmet Oz

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• DON’T BELIEVE YOU OR ORGANIZATION CAN MAKE CHANGE POSSIBLE

• MIGHT KNOW ATTEMPTS FAILED IN THE PAST

• “ISN’T THAT GONNA BE HARD?”

• “THAT’S NOT WHAT I WOULD DO!”

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C OMMUNICATE/Connect

A SSESS THEIR PERSONAL NEEDS

R ECRUIT THEM TO HELP

E XHIBIT THE DESIRED BEHAVIORS

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RECRUIT THEM TO HELP

• Give them a role on project

– Invite them don’t tell them

– Progressively increase responsibility

• Don’t assume they are too busy

• Ask for solutions Ask their opinions

– Tell me more …

• Achieve quick wins and celebrate … ridiculously

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–“I DON’T TRUST THOSE GUYS”

–“THIS MUST BE SOMEONE’S PET PROJECT”

–“WHY SHOULD I BELIEVE YOU?”

– INTELLECTUAL DOUBTS ARRIVE

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“People are persuaded more by the

depth of your conviction than any

logic you present to them.”

~ Mark LeBlanc

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C OMMUNICATE/Connect

A SSESS THEIR PERSONAL NEEDS

R ECRUIT THEM TO HELP

E XHIBIT THE DESIRED BEHAVIORS

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“We must walk the talk when it

comes to change or else our words

will ring hollow.”

~ Tom Kulikowski

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EXHIBIT THE DESIRED BEHAVIORS

• Be a role model

• Create a sense of urgency (JPK)

– And a plan!

• Provide recognition

– Enable quick wins with publicity

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EXHIBIT THE DESIRED BEHAVIORS

• Manage less than desired behaviors

• Be flexible but consistent

• Stay true to change plan and message

– Manage scope, status often

Changes in thinking happen

before changes in doing

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People want to improve and they

want to help. They just need to

know why.

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C OMMUNICATE “WHY”

A SSESS THEIR PERSONAL NEEDS

R ECRUIT THEM TO HELP

E XHIBIT THE DESIRED BEHAVIORS

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Identify the actions that will enable you to…

Lead Change

Encourage a Positive Approach to Change

Achieve and Exceed your Goals

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No CHANGE means

there is no CHANGE

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PEOPLE MUST

BELIEVE BEFORE

THEY CAN

ACHIEVE

Chin Beard Wisdom

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Make Them Let Them

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START

FINISH

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“You do not lead by hitting people

over the head – that’s assault,

not leadership!”

~ Dwight Eisenhower

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“If you are always trying to

be normal you will never

know how amazing you can

be!”

~ Maya Angelou

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Eric Kulikowski

Dare To Be Amazing, LLC

www.DareToBeAmazing.com

eric@DareToBeAmazing.com

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