LEADING THROUGHCONTINUAL CHANGEPhil Buckley

Leading People Through ChangePhil Buckley

•24 years of change management experience

•29 major change initiatives touching 60 countries

•Change with Confidence: Answers to the 50 Biggest Questions

that Keep Change Leaders Up at Night (Jossey-Bass, a Wiley Brand, March 2013)

WHO IS PHIL BUCKLEY?

OUR PATH

•Insights on change and how people face it

•Leading yourself through change

•Leading others through change

•Managing resistance and change fatigue

Why do people volunteer?

Why do they stop volunteering?

REASONS WHY VOLUNTEERS QUITThomas W. McKee, Volunteer Power

7. No flexibility in volunteer opportunities or schedules

6.Too much wasted time in unproductive meetings

5. Lack of communication

4. Lack of professionalism

3. The feeling that the volunteer is not really making a difference

2. No feedback from leadership about how the volunteer is doing

1. The volunteer leader who doesn’t know how to lead

•VISION – better and compelling?

•LEADERS – personally committed?

•CAPACITY – skill, money and time?

•CULTURE – can it change enough?

•OUTCOMES – linked to change?

ORGANIZATIONS AND CHANGE

PEOPLE AND CHANGE

• People decide if a change will be successful (not leaders)

• They react differently to change

• They must change how they think before they change how they act or behave

• Leaders must change first before people will (and everything they do counts)

HOW PEOPLE PERCEIVE CHANGE

Status

Certainty

Autonomy

Relatedness

FairnessThe SCARF Model – David Rock

Relative importance

Predicting the future

Control over events

Friend or foe?

Fair exchanges

How do you lead yourself through change?

LEADING YOURSELF THROUGH CHANGE

•Take time to reflect on your change•Talk through your feelings about changes with someone you trust•Chose your attitude, actions and behaviours•Focus on what you know•Ask questions if you are unclear•Be patient, with yourself and others•Be confident in your capabilities and your accomplishments

How do you lead people through change?

GETTING PEOPLE TO CHANGE

1.Give them reasons to engage

2.Give them ownership of “the how”

3.Enable the change

How will this change make the organization better?

How will it make their lives better?

How will their efforts contribute to the change?

1. GIVE THEM REASONS TO ENGAGE

•Share objectives and requirements

•Ask them to define “the how”

•Review team recommendations

•Align on those that make sense

•Assign accountability for implementation

2. GIVE THEM OWNERSHIP OF “THE HOW”

•Set expectations – progress over perfection

•Provide training if required

•Allow time to practice

•Go first – model actions and behaviours

•Acknowledge and reward progress (small wins, small rewards) – build confidence

•Hold feedback sessions – what’s working, what’s not, what adjustments are needed?

3. ENABLE THE CHANGE

LEADING PEOPLE THROUGH CHANGE1. GIVE THEM REASONS

TO ENGAGEHow will this change make the organization better?

How will it make their lives better?

How will their efforts contribute to the change?

2. GIVE THEM OWNERSHIP OF “THE HOW”

State objectives and requirements

Ask them to define “the how”

Review team recommendations

Align on those that make sense

Assign accountability for implementation

3. ENABLE THE CHANGE

Set expectations – progress over perfection

Provide training, if required

Allow time to practice

Go first – model actions and behaviours

Acknowledge and reward progress (small wins, small rewards)

Hold feedback sessions – what’s working, what’s not, what adjustments are needed?

© Change with Confidence 2014

How do I minimize CHANGE FATIGUE?

How do I OVERCOME RESISTANCE to change?

RESISTANCE – WHAT WORKS•Build in as much certainty as you can – reduce fear by reducing the unknown•Own the change – it’s the right thing to do versus “My boss said.”•Address resistance head on – honest and candid dialogue is the most effective way to neutralize concerns•Focus on the facts•Encourage people to share their concerns – they might be valid•Thank dissenters then ask for their advice•Draw the line between opinions and obstruction

CHANGE FATIGUE – WHAT WORKS•Track all projects together – map all commitments•Identify resource gaps – raise them early•Negotiate deadlines – balance requirements with resources•Avoid “just over the horizon” communication•Acknowledge people are working hard•Make it up to them in small ways – accommodate schedule conflicts•Give credit for “the how” – of work management

OUR PATH

•Insights on change and how people face it

•Leading yourself through change

•Leading others through change

•Managing resistance and change fatigue

WHEN FACED WITH THE UNKNOWN, ASK…

Why is this important?

What do I need to know?

What works and doesn’t work?

What experiences can I learn from?