Managing Change an d Leading Transitions
David Butler 614-252-2010
davidbutler@worklifeonline.com www.worklifeonline.com
Past Experience with Change We all have gone through many changes. Think back in your past when you experienced a major change in your life (whether it was planned or not planned). Examples: o o o o o
marriage having children going back to school loss of a job relocation
Answer the following questions below: •
Briefly describe the change you experienced in a phrase or 1 sentence.
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How did you feel about the situation as you were going through it?
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What roadblocks did you face?
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What strategies did you use to overcome roadblocks?
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If you had one thing you could have done differently – what would it have been?
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What did you learn about yourself when you went through this experience?
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THERE ARE TWO SIDES OF ORGANIZATIONAL CHANGE
THE HARD SIDE IS CHANGE…
… IS ABOUT PROCESSES, MEASUREMENT, TOOLS, STRUCTURES AND PROCEDURES
THE SOFT SIDE IS TRANSITION…
…IS ABOUT BUY-IN, COMMITMENT, ATTITUDE, CREATIVITY, OVERCOMING RESISTANCE TO CHANGE
THE HARD SIDE IS ABOUT
THE SOFT SIDE IS ABOUT
MANAGEMENT
LEADERSHIP
BRIDGING THE GAP FROM THE HARD TO THE SOFT IS MOVING FROM CHANGE TO TRANSITION.
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The Transition Window
Endings
I S O L A T I O N
Need to be clear about what is ending… • What do I need to let go of? • What gets in the way of me transitioning to my new roles? • What is at risk for me as I let go of the old? • What is not necessarily ending?
Beginnings • • • •
Chaos/Confusion • • • •
What emotions am I feeling? Whose help do I need to process feelings? What are things I do/do not have control over? What will it take for me to gain acceptance to change?
What has been a new beginning for me? What do I need to begin to focus on coaching as a talent development tool? In addition to the coaching role, what other roles can I begin to assume? What do I need to do differently?
Opportunities • • • •
Where do I see opportunities now? What do I need to embrace from this team as I move forward? What strengths has this team derived that can carry over to our new roles? What do we need from each other as we transition from old roles to new roles?
Neutral Zone E X P L O R A T I O N
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C O N N E C T I O N
Strategy to move through Endings: The Endings stage is about DENIAL: • • • • • •
“Nothing major is happening.” "Others have to change, but I don’t.” “What’s the big deal?” “This is just another program.” “This too shall pass.” “Things will get back to normal soon.”
Endings
You are beyond this stage when you: • • •
Develop awareness and recognize the magnitude of change Understand the implication for yourself Understand the implications for the organization
ENDINGS Need to be clear about what is ending… •
What do I need to let go of?
•
What gets in the way of me transitioning to my new roles?
•
What is at risk for me as I let go of the old?
•
What is not necessarily ending?
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Strategy to move through Chaos/Confusion: The Chaos/Confusion stage is about RESISTANCE: • • • • • •
Focused on the loss, not what is possible Irritability, short tempered Negative attitude Increased absenteeism Bad mouthing, rumor mill Sloppy work, lost productivity
Chaos/ Confusion
You are beyond this stage when you: • •
Understand and accept the necessity for change Begin to see the long-term benefit personally and for the organization
CHAOS / CONFUSION •
What emotions am I feeling?
•
Whose help do I need to process feelings?
•
What are things I do/do not have control over? Control No Control
•
What will it take for me to gain acceptance to change?
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Strategy to move through Opportunities: The Opportunities stage is about ADAPTATION, when you focus on what is possible, not what used to be: • • • • • •
Reflect positive perception of change Move into problem solving, decision-making mode Clarify goals and objectives Have a sense of control Exhibit independence, personal accountability Focus on WE, not ME
Opportunities
You are beyond this stage when you: • •
Have faith in the benefits of change for you and the organization Make a personal commitment to successful implementation
OPPORTUNITIES •
Where do I see opportunities now?
•
What do I need to embrace from this team as I move forward?
•
What strengths has this team derived that can carry over to our new roles?
•
What do we need from each other as we transition from old roles to new roles?
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Strategy to move through Beginnings: The Beginnings stage is about INVOLVEMENT: • • • • • • • •
Committed, actively engaged and passionate Involved in planning and execution of change Sense of ownership Can say “we’re in this together” Looks forward to participating Understands interdependence of organization Actively offers mutual support You are in the “Zone”
Beginnings
BEGINNINGS •
What has been a new beginning for me?
•
What do I need to begin to focus on coaching as a talent development tool?
•
In addition to the coaching role, what other roles can I begin to assume?
•
What do I need to do differently?
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Be a Change Agent There are four basic mistakes that people make when undergoing change – we call them failure strategies. These strategies “heighten” our stress levels. To be a change agent, we need to adopt the success strategies, which help to “lower” our stress levels.
Which strategies are you using? Failure Strategy
Act like a victim.
Be afraid of the future.
Expect somebody else to reduce your stress.
Avoid new assignments.
Success Strategy Control your attitude and behavior. Don’t yield to the seductive pull of selfpity, at least for an extended period of time. Acting like a victim threatens your future. You’re better off if you appear resilient and remain productive. Instead of worrying about bad things that might happen, get busy trying to create the kind of future you want. The best insurance policy for tomorrow is to make the most productive use of today. Don’t count on anybody else coming along to relieve your stress. Put yourself in charge of managing the pressure. There’s a good chance you’re the only one in your work situation who will, or even can, do much to lighten your psychological load. Stretch yourself today so you’ll be in better shape tomorrow. Reach for new assignments that broaden your experience base. Remember that one of the best techniques for stress prevention is to keep updating your skills so you’re highly employable.
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Initial Coaching Session 1. Which of the four failure strategies (from page 9) might get in the way for me?
2. Which of the four quadrants (from page 4) am I in right now?
3. What will it take for me to move to the next quadrant?
4. What are my strengths in leading positive change?
5. What actions do I need to stop doing/start doing in order to manage transition right now?
6. What coaching do I need to better be able to reflect and assume my new roles? Who can provide that coaching?
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