“In times of change learners inherit the

earth, while the learned find themselves

beautifully equipped to deal with a

world that no longer exists.”

~Eric Hoffer

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My Background

Employee / Customers Loyalty Cultural Due Diligence in M&A Change Management/Comm Chief of Staff

HEALTHCARE EXECUTIVE

Published Author, Consultant, & Trainer on leadership, engagement, service, & change management.

COACH & TRAINER

IN-HOME PROVIDER

Mental Health / Crisis Care

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Successful Projects Require 3 Things…

C h a n g e M a n a g e m e n t .

…the processes that bridge between implementing a solution and realizing the benefits of that solution. …tools such as COMMUNICATIONS, SPONSORSHIP, TRAINING, RESISTANCE MANAGEMENT, AND COACHING.

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Effective Change Management Avoids…

1. Turnover of good employees

2. Reduced customer service

3. Loss of productivity/quality

4. Active/passive resistance

5. Disinterest in future state

6. Sabotage around the change

7. Increased absenteeism

8. People create “work-arounds”

9. Reverting to the “old way”

10. Division between “them” vs. “us”

Awareness: What is changing? Why is it changing? What are the risks of not changing?

Desire: Am I personally motivated to see this change happen?

Knowledge: Do I understand what to do? Do I know how to do it?

Ability: Have I demonstrated the ability to be successful in the change?

Reinforcement: Are there internal/external incentives for me to change?

ADKAR Model

Example: Your Teen Returns Your Car on Empty

Awareness: Is he/she aware that a car requires gas? Know why it’s important to get gas? Know the risks of not getting gas?

Desire: Is he/she personally motivated to put gas in the car?

Knowledge: Does he/she understand when to put gas in the car? Does he/she know how to fill up?

Ability: Has he/she ever demonstrated the ability to put gas in the car in the past?

Reinforcement: Are there internal/external incentives for getting gas? Negative consequences for not getting gas?

Which Way is the Bus Heading?

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C ?

A? B?

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The Danger of an Outside-In Perspective…

I-COULD-ENGAGE-IF-ONLY…

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You

Changing Perspectives

YOU MIGHT NOT BE ABLE TO CHANGE

YOUR CIRCUMSTANCES, BUT YOU CAN

ALWAYS CHANGE YOUR PERSPECTIVE.

PLEASE STAND UP. Based on some changes I’m facing at work today—

Here’s what I’m thinking ___________.

If I had a concern, it would be that ________.

To be honest, I feel _______.

When you’re in the listening role,

all I want you to say is:

I hear you.

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3 Points to Consider…

You just improved your mental health!

Hearing doesn’t mean fixing…

Change can create stress.

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Symptoms of Uncontrolled Stress

1. Frequent headaches 11. Insomnia

2. High blood pressure 12. Anxiety

3. Heart problems 13. Frequent sickness

4. Diabetes 14. Chronic fatigue

5. Skin conditions 15. Increased insulin levels

6. Asthma 16. Self-medicating

7. Depression 17. Over-reliance on caffeine

8. Upset stomach 18. Overeating

9. Heartburn 19. Obesity

10. Chest pains 20. Cancer

Per OSHA, 75-90% of doctor visits have a stress related connection Carebridge (EAP) reports that this is the #1 reason employees contact them.

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EMO

TIO

NA

L R

ESP

ON

SE

ACTIVE

PASSIVE

BARGAINING

Here’s what I’ll give up to make this stop happening!

DENIAL No, this isn’t happening.

ANGER I am so PISSED this is happening!

ACCEPTANCE Okay, I guess this is happening, so…

DEPRESSION I can’t move because this is happening!

Kübler-Ross Model: The 5 Stages of Grief

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What Grief & Change Have In Common….

Both feel FINAL

Both put us in FREE-FALL

Both remove us from the FAMILIAR

Both present the peril of FAILURE

Both create a FISSURE, a loss…

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It’s not so much that we’re afraid of change or so in love with

the old ways, but it’s that place in between that we fear….It’s

like being between trapezes. There’s nothing to hold on to.

Marilyn Ferguson,

American futurist

What It Feels Like

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How many squares do do you see?

Too Intelligent to Do the Smart Thing…

1 (BIG one)

16 (4 X 4)

1 2 3 4

9 (4 squares of 4)

4 (3 X 3)

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It’s Easy Once You See It

17 Source: ©1993 Catalyst Consulting Team & Laurence F. Akiyoshi

CURRENT STATE FUTURE STATE

DIVERSIONS

LOOPING BACK

ACCEPTANCE:

The farthest point from security or hope.

It’s compliance without joy.

The Hidden Parts of Change

What do I fear is over?

What am I going to lose?

Moving from grief to gratitude

MEVILLE

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5 Tips to Thriving in Times of Change

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Tip 1: Talk Less, Listen More

Listening does

not require

your MOUTH!

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You

Listen

Stop Everything

• Undivided attention

• Leaning in to the person

Listen with Your Eyes

• Express acceptance with your eye contact

• Expand your gaze across the face triangle

Focus on their FEELINGS

• Determine if the words fit the facial expression

• Allow yourself to guess at the underlying emotion

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v

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Talking a bunch.

Intentions-based.

Stop Everything!

Multitasking:

Doing simultaneous things poorly

Like a dog listening for a special treat!

v

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Talking a bunch.

Intentions-based.

Listen with Your Eyes!

v

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Practice

Share these 3 things with a partner.

“On my last vacation, I went to _________.”

“One of the coolest things was to see _____________”

“My favorite meal on that trip had to be __________.”

When you’re listening, stop, look, and encourage the person.

v

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WORDS DECEIVE

I love you.

Why don’t you love me as much as much as I love

you?

Focus on Their Feelings

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You

The Outcomes of True Listening (Listen )

Empathy A “meeting of the minds.”

3

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Tip 2: Watch Your Emotions & Body Language

No, I don’t foresee any downsizing…

7%

38%

55%

WORDS USED

TONE HEARD

BODY LANGUAGE SEEN

What do we trust when we perceive incongruity between EYES & EARS?

Silent Messages, Albert Mehrabian, 1971

Leader Emotions Are 5X More Contagious

Do you have a “tell”

that let’s people know

you’re stressed?

Find a Partner Who KNOWS You!

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Tip 3: Help People Confront Their Fears

1. We tend to view the worst as worse than it really is. 2. The worst that could happen rarely does.

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What Do Most People Fear Most?

v Pain

Death

The Unknown Failure Job Loss

Ridicule Loneliness Rejection

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Change is Hard

When I count to three, I’m going to ask you to—

1. Stand up.

2. Say, “I am ready to lead change.”

3. Sit down.

4. Write “I am ready to lead change.”

5. Stand up again.

6. Fold your arms in front of you.

When I count to three, I’m going to ask you to—

1. Stand up.

2. Say, “I am ready to lead change!”

3. Sit down.

4. Write “I am ready to lead change!”…with your other

hand.

5. Stand up again.

6. Fold your arms in front of you the opposite way.

v

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Talking a bunch.

Intentions-based.

Example from a Recent Coaching Session

“I’ll fail!”

What is the worst that can happen?

“I’ll get fired!”

If that happens, what will happen next?

“Actually, as miserable as I am,

I’m not sure that’s a bad thing.”

Then what will happen?

[BINGO]

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CURRENT STATE FUTURE STATE

Tip 4: Offer New Perspectives

The sharks are any distraction to getting to the island. They can include people with different agendas who row in different directions, or people who use the oars to club each other.

(PSST: Most “shark” sightings are actually dolphin sightings)

USS URMC

The island: where you’re heading, what

you’re trying to achieve.

The person with clarity navigates the ship.

So What Is Your Job Anyway?

Perspectives to Challenge Doom-n-Gloom

FUTURE PERSPECTIVE

PAST PERSPECTIVE

SEVERITY PERSPECTIVE

DISTANCE PERSPECTIVE

EXTREME PERSPECTIVE

LIKELY PERSPECTIVE

BFF PERSPECTIVE

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Context IS Perspective. Use it!

Why do you hate trees?

Context is Decisive…

Water helps you flush out toxins!

What context

does your team

need right now?

Why we are doing this? What excites you about this? What opportunities do you see?

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Tip 5: Celebrate Progress, Not Perfection!

Focus on the behaviors, not the end results.

THIS is where you

start to party!

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Shaping Approximations

This is progress?

If It’s Even Close, Celebrate It!

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2014 Boston Consulting Group Report

Appreciation for their work

Good relationships with colleagues

Good work-life balance

Good relationships with superiors

Company’s financial stability

Learning and career development

Job security

Attractive fixed salary Interesting job content

Company values

1.

2.

3.

4.

5.

6.

7. 8. 9.

10.

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The Best Leaders Know that…

People will forget what

you said, people will forget

what you did, but people

will never forget how you

made them feel.

~ Dr. Maya Angelou

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