leading during times of great change presenter, martha n. bryan bryan & bryan associates...
TRANSCRIPT
Change!
Change! Change!
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Those Who Get
Stuck In Change
Those Who Get Stuck In Change
Whining, Pity Parties, Being Cynical
Unhappy Camper
Sees Work As Distasteful
Sees Few Options (Alternatives) Available
Focuses On The Down Side -- Rejects Options Outright
Complains More Often And / Or Suffers In Silence
Takes Every Opportunity To Point Out How Bad Things
Are.
Loaded With Too Many Excuses
Working On Other People’s Goals
Holds on to old ways
(continued)
Those Who Get Stuck In Change (continued)
Defends The Status Quo / Grasps For Straws
Struggles With Interpersonal Relations
Sees Work As Distasteful, Dull, Unpleasant
Tunnel Vision – Unable To See Big Picture
Increased sick leave, Absence, often Tardy
Waiting around for things to get better
Waiting around for others to change
Majors In Minors
Always overworked / under pressure / stress
Has No Energy (Listlessness)
Change!
Change! Change!
* * * * * * * * * * * * * * * * * * * * * * * * *
Those Who Ride The
Waves Of Change
Those Best Able to Survive & Thrive on Stress
High Self-Esteem (Sense of Worth)
Feel They Can Control World Around Them
Are Challenged by Change
Are Committed & Intensely Involved in What
They Do
Regard Challenge as an Opportunity to Grow
“The greatest weapon against stress is our ability to choose one thought over another.”
~ William James
They . . .
Have a dream and a plan.
Are willing to work hard.
Don’t take no for an answer.
Are self-reliant. Looks for opportunities.
Take responsibility for their actions.
Look for solutions to problems and makes decisions.
Have the courage to admit mistakes.
Have specific knowledge, skills, training, and talent.
Works with and cooperates with other people.
Are enthusiastic.
Never give up.
Habits of People Who Will
Survive & Thrive During Times of Great Change
“Sometimes our fate resembles a fruit tree in winter. Who would think that those branches would turn green again and blossom, but we hope it, we know it.”
~ Goethe
In the midst of winter, I finally learned that there was an invincible summer.”
~ Albert Camus
Enhancing Your Ability to Thrive on Change
-- Don't fight it (defend values and ethics)
-- You don't have to like it
-- Be willing to let go of the past
-- Have a sense of humor
-- Expect to succeed
-- Build a personal coping strategy
“When a tidal wave is about to swamp your boat, it’s not the best idea to fight over who’s responsible for the fact that you’re sitting in a dinghy rather than a battleship. You just need to pull together and row like mad!”
You Have More Control . . . Than You May Think
What you do with most of your free time
How much energy you exert on each task
Your thoughts and imagination
Your attitude
Your tongue
Who you choose as role models
Your commitment
Causes which you give your time and ideas
Your memberships
How you play your cards
Your concerns and worries
Your response to difficult people and times
Surviving & Thriving During Times Of Great Change Recognize that things DO change – both the good and the bad. Stay focused on identifying what you are most afraid of losing and why. Accept the loss factor. Even good change brings loss. Come to peace with the fact that some things are outside your control.
(Remember, change the things you can, accept the things you cannot change, and have the wisdom to know the difference.)
Ask yourself, ”Will this change affect me 10, 20, or 30 years from now?”
Decide what information you need, and seek valid information. Take both mental and physical action. Recognize the danger zone. (Do I give in to fear and doubt associated with this
change or do I move on?) Use your emotional energy wisely. Blaming, complaining, criticizing,
or condemning others drags energy.
Surviving & Thriving During Times Of Great Change (continued)
Tune up your self-confidence. Inventory your wins / successes.
(Start a victory file or wall.)
Create a list of things you value and appreciate about your work. Recognize the change benefits. All change has them. Uncover your reasons for staying and then plan your next move. Ignite your passion. Focus on YOUR priorities, and what is most
important to you? Keep an eye on the big picture. Establish a clear and concise understanding of your job. Associate your tasks and job to the overall organization goals and
promote the benefits you provide. Get your goals and performance measurement statistics up to date.
Surviving & Thriving During Times Of Great Change (continued)
Play beyond your position. If there are department stats that measure your performance, strive to exceed them.
Know your business -- learn everything you can about your organizationand
the industry. Look for ways to be of value. Seek out special projects that will
energize you and get you noticed. Be flexible -- there may be several “right” ways. Be a problem solver -- don’t be afraid to discuss issues and concerns. Reconnect and learn from your network. Stay involved. Instead of thinking revenge or withdrawing, think “excellence and success.” Uncover the places where you and your organization and boss are
aligned and discuss the issues you have in common.
Surviving & Thriving During Times Of Great Change (continued)
Maximize your productivity. Instead of worrying, spend time looking at options and alternative plans. Work when you’re at work. Show yourself and your colleagues that
you’re an asset to the organization.
Incorporate humor and laughter into your day. If you can laugh, you
can survive tough changes. Take responsibility for stress reduction. Stress accompanies any
good or bad change. If you are not happy with the change or direction, seek out alternatives
inside and outside the organization.
Be job search ready. Keep resume, Facebook, Monster and LinkedIn profiles up to date.
Take time to enjoy your life. It will refresh, renew and recreate you.
Those Best Able to Survive & Thrive During
Change
High Self-Esteem (Sense of Worth)
Feel They Can Control World Around Them
Are Challenged by Change
Are Committed & Intensely Involved in What They
Do
Regard Challenge as an Opportunity to Grow“The greatest weapon against stress is our ability to choose one thought over another.”
~ William James
Thriving on Change by Keeping Cool, Calm, and Collected
Have "escape routes.“
Remind yourself of your good qualities.
Talk to yourself. (What is going on here? What are my options?)
Set realistic goals and expectations.
Take care of number one.
Establish quiet time.
Accept change by developing “sea legs.”
Focus on areas you can control.
Negotiate and re-engineer pressure situations.
Learn how to spot your stress warning signals.
Stay informed about what is happening.
(continued)
Thriving on Change by Keeping Cool, Calm, and Collected (continued)
Keep current in your field.
Have a plan "B."
Be solution focused.
Use weekends as a change of pace.
Everyday do something you really enjoy.
Have an optimistic view of the world . . . focus on the positive.
Be flexible in your attitudes . . . you may not know the full story.
Anticipate change by constantly updating your skills.
Make friends with non-worriers.
Learn from those who are best able to manage stress.
(continued
Thriving on Change by Keeping Cool, Calm, and Collected (continued)
Ask a colleague to let you know when you appear to be stressed.
Maintain your network and support groups.
Have a reward system.
Balance your life.
Go with the flow.
Learn to say "no.“
Have a positive mental attitude.
Maintain sensible perspective and a sense of humor.
Warm up to your job or find a new one.
To Thrive On Change. . .
Stay In That “Circle of Influence”
Circle of
Circleof
Influence
Concern
Managing Change
Takes Understanding
The Facts About Change
What is Driving All This Change?
T. I. P.
T. Technology (doubles every 2 years)
I. Information (doubles every 2 years)
P. People (they drive the process)
Employees are driving technology / information.
Customer demands are getting higher and higher.
Some Guarantees
Change Is Not Going To . . .
# 1 . . . Get Easier!
# 2 . . . Slow Down!
# 3 . . . Go Away!
# 4 . . . Be Trouble-Free!
But You are Responsible For
Dealing With The Change!
"The future is coming so fast, we can't possibly predict it; we can only learn to respond quickly.” ~ Steven Kerr
When will things get back to normal? Get use to it. This is the new norm.
Organization Change
1950’s One Change Per Decade
1960’s Two Changes Per Decade
1970’s Three Changes Per Decade
1980’s One Change Every Eight Months
1990’s On Changes Came In Waves
Changes are multiplying like lillypads, but solutions have a shorter lifespan
Readiness For Change
20 % Ready To Where Crowd 50 % Wait & See Crowd 30 % Active Resister Crowd
Response to Organization Change . . . Innovators
They are the dreamers. They often have great ideas.Early Adopters
Although they did not create the idea, they will try to convince others to accept it.
Middle Adopters These are the majority of people. They can be influenced by both the positive and negative influences of the organization.
Late Adopters They might never verbally acknowledge the benefit of the changes, but eventually will comply.
Laggards They are always against change and may be divisive to the organization.
~ John Maxwell, Author
Characteristics of Change
People
. . . will be ill at ease / awkward during change.
. . . will feel alone during change.
. . . will think first of what they have to give up.
. . . will be concerned if not enough resources.
. . . can handle only so much change.
And, If the pressure is removed, people revert back to old ways.
Language Used To Describe Change
Unresilient (Negative) Words
Frustrating Catastrophe
"It'll Never Work" More Work
Setback Misfortune
Trouble Failure
Fear Ruin
Disaster Fate
Decreased Job Security
“A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.”
~ Hugh Downs
Language Used to Describe Change
Resilient (Positive) Words
Exciting Challenging
Growth Opportunity New Skills
Job Enrichment Bounce Back
Learning Experience New Opportunity
Increased Job Security
“You gain strength, experience, and confidence by every experience where you really stop to look fear in the face.”
~ Eleanor Roosevelt
Difficulty
Change . . . Time & Difficulty
High
Group (Organization) Behavior
Individual Behavior
Attitude
Knowledge
Low Time High
Key Concerns During the Stages of Change
Desired State
Accepting, Adopting, Executing Alternative
Ways Of Doing Things
Transition State
Moving Through Transition
Present State
Letting Go Of OldWays Of Doing Things
Change & Productivity
Time Needed For Change
Productivity
Current Productivity
ProductivityDeclines
HigherProductivity
Levels
Change & Productivity
Time Needed For Change
Productivity
Plateau
TheMountain
Top
Cliff
Valley
Ascent
Managing
At The Speed of Change!
Manager / Employee – Downsizing
Because business growth had dropped substantially over the past year due to the economy, ABC Organization determined that it would need to achieve a 25% reduction in force over the next six months. Division heads were charged with informing their employees about this change. The head of one division had the following conversation with one of the staff:
Manager "We've been told that we need to achieve a 25% reduction in force over the next six months."
Employee "But you told me this job was secure. When I was hired, you said, no one ever gets laid off from this organization!"
Manager "Well that was ten years ago, and this is now."
Employee "So, am I going to be laid off?"
Manager "I don't like your attitude, young man. Keep it up, and you can count on it."
Employee "Well spare yourself the aggravation. I've had it. I quit!”
(Continued – 1 of 2)
Manager / Employee – Downsizing (Continued – 2 of 2)
The employee packed up his belongings and left. The manager sat shaking his head. He had been planning to tell this employee that because of vacancies in his department, he didn't think anyone would be laid off. Instead, people would be cross-trained and have to assume a little more responsibility. Now he was losing one of his top performers, and he wondered what went wrong.
1. What went wrong with this interchange?
2. What questions and concerns did the employee have that were not addressed?
3. What suggestions would you make for improving this communication?
Relocation Change . . . Case Study
A major renovation project will require moving several hundred employees from the Capital Mall Building to a temporary location(s) for a period of one to two years. The relocation will have the potential for many different impacts such as the stress of packing and moving, commuting, and geographic distance from business associates and social contacts. Managers have been discussing the eventual move with their employees.
One discuss included . . .
(Continued – 1 of 2)
(Continued -- 2 of 2)Manager“We will be hearing more specific information about the move in the coming weeks, but you need to expect to be working in a new location that is not downtown for one to two years, so please consider this if you will be making any decisions or changes concerning housing, childcare, or transportation.”
Employee“But I commute with my spouse who works downtown and our daycare is just a couple of blocks from here. When I was hired you said this was a family friendly organization.”
Manager“Well, we are still family friendly, and we will do what we can to help you meet your family obligations.”
Employee“Does that include buying me a car and gas to get to some office out in the hinterlands? I won’t be able to walk over and see my kids at lunch? This will be a disaster!”
Manager“Oh, calm down and keep things in perspective. Keep in mind that you will still have a job and you will be back downtown eventually.”
Employee“Yea, but until then, this will never work. The time and stress from this move will make me a wreck. I’m going to have to look at other job options to stay downtown.”
Step-By-Step . . . Implementing Change
Step 1: Determining Need For Change
Step 2: Preparing Tentative Plan
Step 3: Analyzing Probable Reactions
Step 4: Making Final Decisions
Step 5: Establishing Timetable
Step 6: Implementing The Change
“Every change looks like failure in the middle.” ~ Rosebeth Moss Kanter, Author
The Change Master
Research in the field of the psychology of change management suggests that four basic conditions have to be met before employees will positively embrace change in their behavior.
They are:A Compelling Story
People must see the point of change.
Role ModelingEmployees must also see colleagues they admire modeling the desired behavior.
Reinforcement SystemsSurrounding structures, systems, processes and incentives must be in tune with the new behavior.
Skills Required for ChangeIndividuals need to have the skills to do what is required of them.
Making Change Happen
Increase Urgency Inspire people to move, make objectives real and relevant.
Build The Guiding Team Get the right people in place with the right emotional
commitment, and the right mix of skills and levels.
Get The Vision Right Get the team to establish a simple vision and strategy focused on service and efficiency.
Communicate For Buy-in Involve as many people as possible, communicate the essentials, simply, and appeal and respond to people's needs.
Making Change Happen (continued)
Empower Action Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognize progress and achievements.
Create Short-Term Wins Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
Don't Let Up Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
Make Change Stick Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
Helping
People
Through
Change
1. Involvement
2. New Information
3. New Ideas
4. New Experiences
During Change . . . Employees Want Answers
• What is going to happen and why?
• What is their responsibility?
• Impact it will have on them?
Communicating the Change
• Seek first to understand.
• Express thoughts and feelings clearly.
• Postpone evaluation.
• Be willing to change.
• Be willing to confront.
• Think win – win.
Communicating Change
Convey that you . . .
. . . Are personally committed to the change.
. . . Recognize change will negatively impact some.
. . . Are open to discussing feelings about change.
. . . Are confident that the "team" will succeed.
. . . Want input to make change work. "To Change Your Life . . .
Start Immediately --Do it Flamboyantly --
No Exceptions --No Excuses."
~ William James ~
Expect Resistance . . . How to Overcome
-- Begin with the end in mind.
-- Define the vision clearly.
-- Involve others early.
-- Identify and work with change resisters.
-- Set measurable objectives from the outset.
-- Design for early success stories.
-- Realize that change will never cease.
Leading During Times of
Great Change
* * * * * * * * * * * *The End!
Thank You!
Presenter Martha N. Bryan