Navigating Transitions Understanding and Leading Others Through Change
description
Transcript of Navigating Transitions Understanding and Leading Others Through Change
7
Overview
Leading change means:
anticipating the impacts of trends and changes conditions,
being flexible in the face of continual transitions in the organization’s culture,
teaching yourself and others to build skills for dealing with constant change.
8
Training Objectives Examine your individual style and make more
effective use of your personal capacity for navigating change in order to influence and lead others through transitions.
Apply the 5 Elements for Effective Organizational Change and the 5 Steps for Leading Change to enterprise-level and business unit-level change initiatives that you are involved in.
Illustrate key components of being a more strength based effective leader of change.
Describe the dynamics of individual transitions and how employees will need to be coached during the different stages of change.
Demonstrate coaching and other methods in order to move people through fear and resistance.
Identify communication techniques to more effectively message change to keep others informed and involved, galvanize support, and deal with the many challenges of change.
10
Self Reflection: What Have You Learned About Change?
Any change, even a change for the better, is always accompanied by drawbacks and discomforts. —Arnold Bennett
12
Change Style Indicator
Initiate new ideas, projects, and activitiesHave short-term and long-term perspective Handle day-to-day operations efficiently
Serve as catalysts for changeOrganize ideas into action plansRespect rules and authority
Provide future-oriented insights and vision for the organization
Draw people together around a common purpose
Encourage and adhere to routine
Support and encourage risk-taking behaviorTake a realistic and practical approachDemonstrate strong follow-through skills
Push the organization to understand the system as a whole
Negotiate and encourage cooperation and compromise to get problems solved
Attend to detail and factual information
Bring strong design and conceptual skillsGet things done in spite of rules, not because of them
Work well within organizational structure
Understand complex problemsWilling to address the needs of the organization as they arise
Get things done on schedule
OriginatorsPragmaticsConservers
Contributions of the 3 Styles During Change
13
Change Style Indicator
May overlook relevant detailsMay wait for others to decide before taking action
May over focus on small details
May ignore the impact of ideas on system and people
May negotiate compromise that is too middle of the road
May appear unyielding and set in ways
May appear unyielding and discourage others from challenging them
May be easily influencedMay delay action too long by overly reflecting on situation
May not adapt well to policies and procedures
May appear to be noncommittalMay delay completion of task because of perfectionism
May overextend themselves – moving on to new projects without completing them
May try to please too many people at the same time
May not see beyond the present details to understand the broader strategic context
May be lost in theoryMay not promote ideas and properties enough
May discourage innovation by promoting existing rules and policies
May not adjust vision to facts, logic, or practicalities of situation
May be indecisive and undirectedMay be rigid in thought and action
OriginatorsPragmaticConservers
Potential Pitfalls of the 3 Styles During Change
14
The Dynamics of Organizational Transitions
Tell me and I’ll forgetShow me and I’ll remember
Involve me and I’ll understandGandhi
15
The 5 Elements of Organizational Change
Question: How can you use this model as an effective tool for “leading from any chair?”
16
5 Step Model for Leading Transitions
Assess Plan Prepare Execute Sustain
− Organizational culture− Awareness and understanding− Leadership competency− Staff readiness− Operational capacity
− Vision− Structure− Process − Messaging− Communication− Training− Business transitions− Metrics
− Communication materials and channels− Training curriculum and materials− Readiness activities− Metrics reports
− Communicate− Conduct training− Coach staff− Execute business transitions− Measure and report progress− Gather feedback− Make course corrections
− Monitor implementation− Provide encouragement and support− Reward and recognize− Continue execution
Discussion: Give an example of a change inside of DHS or OHA that followed the 5 Steps
17
Change Leader RolesProgram and District Managers Line Managers, Supervisors, and Leads
Lead and champion the change Champion the change – get engaged
Live, lead, and model the behaviors and attitudes that are supportive of change
Live, lead, and model the behaviors and attitudes that are supportive of change
Help subordinate managers understand what’s coming
Prepare and coach staff
Communicate the vision frequently and proactively
Communicate the vision frequently and proactively
Be the conduit for determining what managers and staff need to be successful
Listen to and report on what staff are saying – be the voice of the field/end user
Anticipate problems and make it safe for lower level managers to escalate issues
Understand current business process and LEAN techniques for improving processes
Provide data and input to executives so they understand the impacts and implications of decisions
Escalate issues so barriers, challenges, and concerns can be addressed quickly
Encourage feedback about the changes to determine what is working/not working
Correct misinformation and misperceptions
18
Change Leadership
Discussion: How does being a leader of change and transition fit within this model? Where does it show up? How does it connect?
20
The Dynamics of Individual Change
People aren’t usually stressed out because there’s too much change. They are uneasy with the level of ambiguity in their environment.
They are unsure about their competency to do the things they are being asked to do.
21
3-Phase States of Change
To effectively lead change, you must help people navigate transitions.
How things are done today?
How to move from current to future?
How things will be done tomorrow?
Awareness of the need for change – sets the foundation for helping individuals make personal choices about the changeDesire to participate in and support the change – is created by answering “what’s in it for me?”Knowledge on how to change – is built by conveying the skills, training, tools, processes, roles and responsibilities that are required to change.Ability to implement required skills and behaviors – is achieved by providing the necessary coaching and time to master new skills and processes.Reinforcement to sustain the change – is accomplished through recognition and reward for the hard work and energy the person displays in making the change.
23
Leading Others Through Transitions
Not everything that is faced can be changed, but nothing can be changed until it is faced.
24
What is Coaching?• The purpose of coaching is to help employees achieve
their potential and to improve business and professional performance in specific areas.
• Coaching is a collaborative process. • A person has to be willing to be coached.• Coaching is NOT:
– Performance feedback connected to ongoing performance deficiencies
– Discipline or corrective action– Therapy or advising– Mentoring
25
Coaching Through Change
• The role of change coach involves:– Supporting employees through the process of
change they experience when projects and initiatives impact their day-to-day work
– Helping them address the barrier points that are inhibiting successful change.
27
Identifying Resistance• Engage in two-way communications with employees impacted by the
change.
• Interview managers responsible for past changes.
• Gauge reactions, watch body language, and pay attention to casual remarks
• Set deliverables and monitor their progress.
You can use the Assessment Tools in Appendix C to help uncover resistance and the reasons for resistance
28
Techniques for Dealing with Resistance
• Listen and understand objections• Focus on the “what” not the “how”• Remove barriers• Provide simple, clear choices and consequences• Show the benefits in a real and tangible way• Make a personal appeal• Convert the strongest dissenters
Adapted from Prosci 2008
The five building blocks of successful change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
30
What to Communicate?
• Purpose of the change• Clear vision for the change• Role that each person will play• Tools and support that will be provided • How people can get more information• Where to go with questions and feedback• Timeline and next steps
31
Communication Tips
The two most effective methods for communicating change to employees:
• One-to-one or face-to-face discussions
• Small group meetings
The most trusted
32
Your Action Plan
In the final analysis, change sticks when it becomes the way we do things around here. — John Kotter