employee engagement and change 2015 – women in educational leadership
TRANSCRIPT
EMPLOYEE ENGAGEMENT AND CHANGE
2015 – Women in Educational Leadership
Agenda Organizational/Institutional and Personal Change – what
does the research say?
Change Management ToolsThe emotional stages of ChangeThe “Change House”
Managing Change at Dilworth – Appraisal
Research on Organizational/Institutional and Personal Change
Institutions embracing change positively repeatedly report success across both Productivity, Result and Engagement targets
Learning how to deal effectively with first-time or changing situations is more predictive of long-term potential or performance than is raw intelligence
93% of High Potentials are High Performers; Only 29% of High Performers are High Potentials
Change Management Strategies ensure organizations remain current and operational
Individuals who embrace and promote change report greater levels of career/job success and engagement
Individuals embrace change when they understand it, see the benefits of it, are supported practically and emotionally through it and feel that they are able to contribute positively to it.
Source: Organizational and Individual engagement, Kinexa 2013
Source: Ashridge University, Princeton University, London School of Management, 2012
Engagement and Change…the research
Why its tough…
•Familiar•Comfortable•Can be controlled•Roles areunderstood
•Familiar•Comfortable•Can be controlled•Roles areunderstood
•Letting go of the old•Taking on the new•Changes everywhere•Feelings of loss, anxiety, gain
•Letting go of the old•Taking on the new•Changes everywhere•Feelings of loss, anxiety, gain
•Unfamiliar, risky•Unknown•Controls not•understood•New roles
•Unfamiliar, risky•Unknown•Controls not•understood•New roles
Current State
Transition State
Future
State
Change Management Tools-The Change Curve
-The Change House
The Change Curve - The emotional stages of change:
comfort
complacency
awareness
denial & indifference
resistance cynicism
understanding
engagement & curiosity
acceptance
enthusiasm
excitement
commitment
ownership
evolution
“Pain of the status quo or attraction of desired state must exceed the discomfort of the transition state for change to be bought into and successful”
Where do you as a Leader sit in relation to this Change Strategy?
© 2000-3 J M Fisher. Not to be sold or published. Sole risk with user. A free resource from www.businessballs.com.
Anxiety
Can I cope ?
Happiness
At Last something’s
going to change !
Fear
What impact will this have?How will it affect me?
Threat
This is bigger than I thought!
Guilt
Did I really do that
Depression
Who am I?
Gradual Acceptance
I can see myself in the future
Moving Forward
This can work and be good
Hostility
I’ll make this work if it kills me!!
© 2000-3 J M Fisher. Not to be sold or published. Sole risk with user. A free resource from www.businessballs.com.
Denial
Change? What Change?
Disillusionment
I’m off!! … this isn’t for me!
Supporting Personal Change
• External Data
• Head up/out
• Work through feedback
• Cross boundary exposure
• Hold back rewards
• Job rotation
• Office moves
• External Data
• Role models
• Spell out current
reality &
consequences
• Listen
• Avoid providing
solutions / quick fixes
• Recognise
efforts/acknowledge
the past but don't get
stuck in it
• Focus / and
Prioritise
• Identify first / small steps
• Increase personal
accountability
• Their solutions not yours
• Encourage experiments &
review
• Build confidence /
competence
• Praise early success
• Continue
development
challenge
• Keep providing
feedback
• Stretch
performance
targets
• Celebrate success
but link to new
targets
• Challenge
assumptions about
change
ChangeHouse
Source Claes Janssen
THECONTENTMENTROOM
ChangeHouse
Source Claes Janssen
..........often with disempowered boundary workers and layers of poor communication
Evidence of Contentment
•"We are the best!”•"Let's postpone it!”•"Why should we do it?”•Arrogance•Very bureaucratic•Lots of internal
publications•"Lets talk about details”•"Lets talk about us”• Ignoring the outside world
THECONTENTMENTROOM
THEDENIALROOM
ChangeHouse
Source Claes Janssen
Evidence of Denial
• "They are responsible”
• "Yes, but.....”
• Circumstances are responsible.....”
• Finger-pointing
• Prophets ejected
• Persecute the innocent
• Protect the guilty
• High aggression
• Defensive behaviour
• "It can't happen to us"
THECONTENTMENTROOM
THECONFUSIONROOM
THEDENIALROOM
ChangeHouse
Source Claes Janssen
Evidence of Confusion
•Hire and fire!
•A new strategy every day!
•Panic!
•Lots of uncoordinated initiatives
•Lost in the fog!
•Consultants in large numbers
•Hiring from outside
•Tower of Babel
THECONTENTMENTROOM
THERENEWALROOM
THECONFUSIONROOM
THEDENIALROOM
ChangeHouse
Source Claes Janssen
Evidence of Renewal
• "Let's do it together”
• "Let's make it happen!”
• High motivation and energy
• Constructive spirit
• No lip service
• Clarity and light
• Dynamism
• Taking responsibility
• Trust / delegation
• Focus
• Continuous improvement in things that matter
THECONTENTMENTROOM
THERENEWALROOM
THECONFUSIONROOM
THEDENIALROOM
ChangeHouse
Source Claes Janssen
THESUNLOUNGE
DUNGEONOF DENIAL
PARALYSISPIT
THECONTENTMENTROOM
THERENEWALROOM
THECONFUSIONROOM
THEDENIALROOM
WRONGDIRECTIONDOOR
ChangeHouse
Source Claes Janssen
From Contentment To Denial
•Get people to benchmark
•Get people to look outside the company
•Provide data / stories on how well other institutions are doing
•Provide data/stories on how poorly like institutions are performing
•Provide a symbolic shock
•Provide outlaws with a platform
•Spread discontent
From Denial To Confusion
•Continue benchmarking / outside feedback
•Expose the majority of the employees to the problem
•Avoid providing solutions
•Support those with energy looking for solutions
•Remove those who persecute and are really stuck in denial
•Don't tell, do - increase the shocks – working differently, re-structure (less hierarchical), not tolerating poor behaviour, support those who are willing but struggling and start behaving differently
From Confusion To Renewal
•Provide a vision and a direction
•Sell solutions, consult, don't tell!
•Focus on the first steps
•Set demanding but attainable goals
•Keep feeding back results quickly
•Use cross-functional teams
•Reward new behaviours / performance
•Encourage experimentation
Preventing Slippage Into Contentment
•Constantly review performance targets
•Keep providing feedback - both internal and external
•Keep refining and transmitting the strategy
•Celebrate success but always link to new targets / objectives / visions
•Seek to change mental maps of change
•Seek next change issue
THESUNLOUNGE
DUNGEONOF DENIAL
PARALYSISPIT
THECONTENTMENTROOM
THERENEWALROOM
THECONFUSIONROOM
THEDENIALROOM
WRONGDIRECTIONDOOR
ChangeHouse
Source Claes Janssen
Change House: Key Messages
•You can only go one way through the house - but slippage and 'death' is possible in the first three rooms
•Different groups will be in different rooms, for different time spans...…
• .....and you need different strategies to move them on
•Human capacity for denial and optimism is infinite
•There is no end point
Appraisal at Dilworth – a Case Study in change
Appraisal at Dilworth – Case Study• Performance Appraisal as a continuous improvement
change strategy
• Including “What” and “How” based goals
• Gain trust, open communication, support emotional challenges, explain rationale, share benefits
Change Curve – Full Team
Change House Exercise – Management Team and HOD’s
Behavioural Goals…the “How” - key to engagement
Concept of change is hardly new…
“Very often change of self is needed more than a change of scene.”Bob Dylan, Poet and Musician
“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”
Charles Darwin, English Naturalist
“Things do not change, we change.”Henry David Thoreau, US Author, Naturalist
“When patterns are broken, new worlds emerge.”Nancy Thayer, American Author
“Readjusting is a painful process but most of us need it at one time or another.” Arthur Christopher Bensen, English Author