Managing Change - For New Joinees

8/7/2019 Managing Change - For New Joinees

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MANAGING CHANGE- For New Joinees -



Introductions



Ice Breaker



OBJECTIVESTo Understand importance of Change in

organisationsLearn about shift in paradigm.

Learn about the forces of change

4 Pillars of Change – Communication, Cooperation,

Creativity and Concern for People

Help delegates become customer focussed



Friends Agreement

Names

Participation and Fun

BreaksMobile Phones ( What should we do?)

Honesty

Here to help each other



Team Activity

Team name

Team Flag

Team Slogan



QUADRANT



Let’s listen to your

Creative Introduction…



YOUR EXPECTATIONS



ROLE CLARIFICATION



• To understand the definition and importance of Role

• To have clarity of Role

• To know the accountabilities of the Role Holder

ROLE CLARIFICATION



IMPORTANCE OF ROLE CLARITY • Role Clarity is critical to avoid ambiguity within the

organization

• Role Clarity is vital for the integration of

individual goals with the organization goals.

• Role and title are not the same. Role goes beyond title.

• Since an individual plays multiple roles, it is critical for

him/her to know the exact role for which he / she is

accountable.



ROLE CLARITY

• What am I here for?

•What are my accountabilities?

•What are my output parameters?

•What Inputs do I require?

Please write down what do you think if you do it

correctly you can delight your customer.



EMERGING PARADIGMSEMERGING PARADIGMS



PARADIGMThe way you see

something,

your point of view,

frame of reference,

or belief.



• It is the way we perceive, understand

and interpret the world

• A paradigm is like a map in our head• We assume that the way we “see” things is the way they really are or the

way they should be• Does everyone use the same paradigm?



Will the left side of the

room please stand andface the back of the room

I will show the right side of the room apicture for ten seconds and ask you toremember what you saw



Will the right side of the roomplease stand and face the back

of the room

I will show the left side of the rooma picture for ten seconds and ask

you to remember what you saw



Will both sides of theroom please sit backdownI will show you a picture for ten secondsand ask you to describe what you saw



Frank Koch



Frank Koch wrote:

Two battleships assigned to the training squadron

had been at sea on maneuvers in heavy weather for several days. I was

serving on the lead battleship and was on watch on the bridge as night

fell. Shortly after dark, the lookout on the wing of the bridge reported,

"Light, bearing on the starboard bow."

"Is it steady or moving astern?" the captain called out.

Lookout replied, "Steady, captain," which meant we were on a collision

course. The captain then called to the signalman, "Signal that ship: Weare on a collision course, advise you change course 20 degrees."

Back came the reply, "Advisable for you to change course 20 degrees."

The captain said, "Send, I'm a captain, change course 20 degrees."

"I am a seaman second class" came the reply. "You had better change

course 20 degrees." By that time, the captain was furious. He spat out, "Send, I'm a

battleship. Change course 20 degrees."

Back came the reply, "I'm a lighthouse."

We changed course. Steven Covey (in “The 7 habits of Highly Effective People”) tells that story to teach that principles are“like lighthouses.” They are natural laws that cannot be broken.”



What is a paradigm shift?

A paradigm shift is a way of looking atsomething differently.

We are stepping “outside the box”.

When we make a paradigm shift we can see,

think, feel and behave differently.

Example:

Ptolemy thought the earth was the center of the universe.

Copernicus believed the sun was the center

of the universe. (a paradigm shift occurred)



Shift

What is your paradigm about how you deal withanger?

What is a paradigm shift (goal) you can make?

REMEMBER: Not all paradigm shifts areinstantaneous -- some happen gradually overtime.



IS THERE SOMETHING WE

CAN LEARN FROM PIKE?



SOME OF THE

PEOPLE WHOHAVE BECOME

LEGENDS



Son of a

frontiersman,who had tostruggle for aliving and forlearning. Fivemonths beforereceiving his

party'snomination forPresident, he

sketched his life



Son of aweaver wholater becamea sailor andchanged the

world mapforever



Son of acommoner

who inventedthe motor carand literallychanged the

way peopletravel to theirdestinations



This personshowed thatearth is not

the only placewhere one

can set foot.



Son of alawyer

who putcomputers

on yourlaps



Son of asake brewer

who createda company

without anyborders

Akio Morita



Son of a poetwho literally

changed therules of the

game



Son of aboatman

who put the “Made in

India”

stamp onour missiles



Son of atrader who

got freedomfor his

countrywithout anyguns



WHAT

SEPARATESTHESE HUMANBEINGS FROM

THE REST



AttitudeWhat is Attitude ?

Our mental preparation. How we react tosituations. Way we look at and deal with life.

Your Attitude determines your Altitude !!!



AttitudeHow does one learn to develop a positive,good attitude ?



AttitudeA = 1

B = 2

C = 3

Z = 26



SUCCESSdepends on

ATTITUDE [and not RESOURCES]Please REFLECT and ACT



The difference between

the poor countries andthe rich ones

is NOT

the age of the country.



This can be explained :

Countries like India & Egypt,are thousands of years old

and yet are poor.



On the other hand,

Canada,Australia and

New Zealand, that were unknown

few hundreds of years agotoday are developed countries

and are rich.



The difference between

poor and rich countriesdoes not reside in the

available natural resources.



Japan

has a limited territory,80% mountainous, prone to earthquakes,

inadequate for agriculture & cattle raising,

but it is the second world economy.The country is like

an immense floating factory,

importingraw material from the whole world and

exporting

manufactured products.



SwitzerlandDoes not plant cocoa but

has the best chocolate of the world.

In its little territory they raise animals and plantthe soil during 4 months per year, but

they produce dairy products of the best quality.

It is a small country that transmits

an image of security, order & labor,

which made it the world’s strong safe.



What then is the contributing

factor ?

Significant intellectualdifferences ?

Surely,

Indians are not

intellectually inferior.



The difference lies

in the attitude of the

People.



On comparing and analyzing

the attitudes and behavior of the people, we find that

a great majorityof the rich and developed

countriesfollow the following principles

in their lives:



1. Values and Ethics

2. Integrity.

3. Responsibility.4. Respect for the laws & rules.

5. Respecting the rights of other citizens.

6. Work loving– honest and hardworking.7. Strive for saving & investment.

8. Will of super action.

9. Punctuality.

Contd:-



In poor countries,it is generally observed that

only a small minority follow these basic principles

in their daily life.



We are not poor because

we lack natural resourcesor because we are

intellectually inferior.



We are poor because

we lack the right

attitude.



SKILLS The You Factor



THE YOU FACTORTHE YOU FACTOR



One good way to create a positive image is to enhance your appearance in theeyes of others



First ImpressionsYou don’t get a second chance to make afirst impression

Almost all First Impressions are made in thefirst 30 seconds !!!



First ImpressionsSmile

Body Language

Respect

Dress

Stand Up for Elders*

Personal Space

Colours



OPEN

COMMUNICATION



THE JOHARIWINDOW



JOHARI WINDOW

A

Area of free

activity

Things I knowabout myself

Things I do not know

about myself

Things others

know about me

Things others donot know about

me

B

Blind Area

CClosed Area

or Hidden Area

DDark Area or

Unknown Area



1. Public arena : result of openness , honesty &frankness - Reflects on quality and quantity of relationship

2. Blind area : behaviour & motivations not known

to self But known to others - Feedback3.Private: aspects of behaviour and motivation

which is known to self but not shared with others -Self disclosure

4.Cellar: area of unknown activity where behaviours& Motivation are known neither to self nor Toothers - Internal reflection and exploration

JOHARI WINDOW



JOHARI WINDOW -



JOHARI WINDOW -APPLICATION

If we are to increase our

effectiveness & growth, it is

imperative we become aware of our strengths and weaknesses

Encourage & take feedback

We are interdependent



RELATIONSHIP STYLES AND THEIR

IMPLICATIONSRelationship : HIGH(EIGH(E) exposure & HIGHIGH(F)

feedback

Perception : developmental, employee centered

Implications : gains respect & confidence,

motivates others, generates new ideas, faster

way to problem solving & decision making,Boldness, honesty.



Relationship : HIGH (E) exposure & LOW (F)

feedback

Perception : directional, task orientedImplications : hard task master approach,

generates resentment among PARTNER,

level of motivation will be low, PARTNERtend to work only if pushed


IMPLICATIONS



Relationship : LOW (E) exposure &

HIGH (F) feedback

Perception: non - developmental, self

centered

Implications : insecure, may

frustrate others, low subordinate

development, emphasis on self

development/ talents & hence

manipulative, supervisor may land up

doing things himself


IMPLICATIONS



Relationship : LOW (E) exposure & LOW

(F) feedback

Perception : mysterious, unconcerned,

unpredictable

Implications : insecure, mysterious, cold/

snobbish, will not be able to motivate and

generate support from PARTNER, high

probability of non-cooperation from

subordinate & results may suffer badly.


IMPLICATIONS

BUILDING BLOCKS FOR



BUILDING BLOCKS FOR TEAM DEVELOPMENT

Clear objectives and agreed goals

Support and Trust

Openness and Confrontation

Cooperation and Conflict

Appropriate Leadership

BUILDING BLOCKS FOR



BUILDING BLOCKS FOR

TEAM DEVELOPMENT Sound inter-group relation

Individual development

Regular review

Sound procedures



Facts from Geese



Facts from GeeseGoose flaps its wings, to creates an “uplift” for the birds thatfollow. The ‘V’ formation adds 71% greater flying range

When a goose falls out of formation, it suddenly feels the“drag” and resistance of flying alone. It quickly moves backinto formation to take advantage of the lifting power of the birdimmediately in front of it

When the lead goose tires, it falls back into formation andanother goose flies to the head of the formation

Geese flying in formation “honk” to encourage those in front tokeep their speed

Lessons from Geese



Lessons from GeesePeople who share a common direction and are

willing to help others can get where they aregoing by the “thrust” of one another. Like geese, if we stay in formation with those

who are going in the same direction as us we donot feel alone.

It pays to take turns doing the hard tasks andsharing leadership.We need to “honk” to encourage our team

members. In teams where there isencouragement, production is much greater.



Facts from Geese

“When a goose gets sick, wounded or

shot down, two geese drop out of formation and follow it down to help andprotect it. They stay with it until it diesor is able to fly again. Then, they launch

out with another formation or catch upwith their flock.”



Lesson from Geese

“If we have as much sense

as geese, we will stand by each otherin difficult times as well as easy times. Inour standing by and for each other webecome stronger.”



TEAM WORK

• T - Together

• E - Everyone• A - Achieves

• M - More



MOTIVATION METHODS



Motivation of Needs:

Achievement/fulfillment

Recognition/status

Social/belonging

Security/safety

Physical

MOTIVATION METHODS



MOTIVATION METHODS ACHIEVEMENT/FULFILMENT

Training for personal development and greater effectiveness

Giving responsibility & providing opportunities to manage

RECOGNITION/STATUS

Justifiable praise & Demonstrating personal interest

Keeping them informed (company activities, performance)

SOCIAL/BELONGING

Work allocated with reference to specifics

Good atmosphere and personal relationships

MOTIVATION METHODS



SECURITY/SAFETY

Being told that you are doing a good job

Coaching for the future

PHYSICAL

Minimizing the stress and strain of the work

Good physical working conditions

MOTIVATION METHODS



DEMOTIVATORS TO AVOID

EVERYDAY DEMOTIVATORS

1. Scoring Points

2. Not Listening

3. Inequitable Treatment



THE THREE GREATEST INCENTIVES

ARE : Happiness

Recognition

Money

Never forget them !



We have to be motivated to motivate

Motivation requires a goal Motivation, once established, never lasts

Motivation requires recognition

Participation motivates Seeing ourselves progress motivates us

Challenge only motivates if you can win

Everybody has a motivational fuse Belonging to a group motivates

UNDERSTAND AND AVOID THE DE



UNDERSTAND AND AVOID THE DE-MOTIVATORS :

Lack of confidence

Worry

Negative Opinions A feeling of ‘no future here’

Feeling unimportant

Not knowing what is going on

False recognition

To motivate someone



To motivate someonesuccessfully

Remove the de-motivators

Find out what theywant

Show them how toget it

Now the inspiration

Be a good listener Be trustworthy

Catch them doing

something right

Show you believe inthem

Be a good newscarrier

Set Challenges

Be careful with thenegative challenge

Avoid sarcasm

Attract people whoachieve successes

TO CREATE THE MOTIVATED TEAM YOU



TO CREATE THE MOTIVATED TEAM YOUMUST :

Give the team good working conditions Explain the company’s mission

Give them a goal

Remember the individual members of the

team

Promote the team’s identity

Share success

Ensure the team is positive Be a motivational leader

THE FIVE GOLDEN RULES FOR



THE FIVE GOLDEN RULES FORSUCCESSFUL INCENTIVE CONTESTS

ARE : Everyone must have a chance to win

Time the incentive system carefully

Decide exactly what the scheme should

achieve

Give tangible prizes

Ensure the scheme is fully understood



Don’t be a ‘pigeon manager’

Motivate down the telephone line

Plan some good news

Cut down on meetings

Prevent rumors by not being too secretive

Always write positively

TO CRITICISE WITHOUT DE-



TO CRITICISE WITHOUT DE-MOTIVATING, YOU MUST :

Pick your time carefully Discuss the matter in private

Let the person know you value them

Look them in the eyes

Be strictly truthful

Criticize behaviour, not the person

Re-affirm the person’s good points

Set a review date and remember to praiseimprovement



Motivation does not stop when you get

home

Plan collective goals

Recognize achievement Avoid becoming egocentric

Communicate more and often

Remember that priorities should include

elements of your home life



Mission, Vision

and Goal



Need Shared directionShared valuesShared goals

A template for progress and the futureElevator speech that is

meaningful



MissionWhat’s in it for me? Subject focus Professional synergy

Collaboration How does it drive our decisions How does it influence our products and services Does it meet the collective needs?



VisionThe vision is the how or whyMental model that teams can use

We do this for (how do our members line uphere?)AccessAdvocacy

Professional DevelopmentNetworkingPartnering (strategic alliances and growth?)

P W d



Power Words

Expand Create Do Facilitate

Educate Incorporate Solidify Integrate

Apply Market Produce Promote

Fulfill Access Fund Encourage

Collaborate Change Invent Act



WHAT IS A GOAL?WHAT IS A GOAL?

A wish with no directionA wish with no direction



Focus

WHAT IS A GOAL ?WHAT IS A GOAL ?

A wish with no energyA wish with no energy

behind itbehind it

GOA S?



WHY GOALS?WHY GOALS?

GOAL SETTING



GOAL SETTING

ex



Why set goals?



Why set goals?

Goals help you decide what to dowith your time

Goals increase your personalsatisfaction when you achieve them

Goals tend to improve yourconcentration

People who set goals tend to sufferless from stress & anxiety

G l S tti



Goal Setting

Goal setting encourages one to look

at themselves more clearly to seewhere they are heading and what

they want.

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