Embracing ChangeKeeping Morale and Productivity Up When Times are Tough

ISO-405-PD-EV-6101-V3.0

Bethany Berkeley @DCNDMNBethany 701.476.8734 Bethany.Berkeley@dalecarnegie.com

Objectives

1. Understand the barriers to progress and productivity when facing change

2. Understand the types of stress employees and organizations experience throughout change

3. Enhance employee engagement throughout change by using intention and positive communication to: • Build Relationships • Handle difficult conversations

Common Categories of Organizational Change

• Changes in organizational structure

• New or updated products/ services/ processes

• Changes in leadership

• New technology

• Mergers and acquisitions

Barriers to Morale and Productivity

Barriers to Progress and Productivity: Fear and Uncertainty

Common Employee Beliefs Throughout Change:

1. People are getting let go. I should start looking for a new job now.

2. The new leadership is going to change our company in negative ways.

3. My workload is too heavy and I can’t keep up.

4. Leadership doesn’t understand what we’re going through.

5. I have no idea what is going on. I must not be valued enough to be informed.

From Fired Up to Burned Out

Motivation + Commitment

Paralysis

Boredom

Blame

Disengagement

Comfort + Routine

Resentment

Disenchantment

8

7

6

1

5

2

3

4

The Burnout

Cycle

Escape

9

• Chronic work stress

• Physical health symptoms at work

• Issues with work-life conflict

• Feeling cynical and negative toward others during the workday

Barriers to Progress and Productivity: Stress and Disengagement

*Source: American Psychological Association 2017 Work and Well Being Study

• Distrusting of employer

• Have a belief that management has a hidden agenda

• Intend to seek new employment within the next year

Barriers to Progress and Productivity: Stress and Disengagement

*Source: American Psychological Association 2017 Work and Well Being Study

• Workplace Silos • Drama and gossip • Lack of productivity and engagement• Turnover and retention issues

Barriers to Progress and Productivity: Organizational Impact

Individual Stress Team Stress

Negative Organizational

Culture

“Culture does not change because we desire to

change it. Culture changes when the organization is

transformed; the culture reflects the realities of peopleworking together every day.”

– Frances Hesselbein

Boosting Productivity and Morale

How do we Embrace Change?

Emotional Change

Behavioral Change

Performance Change

Physic

al

Menta

l

Socia

l

Three Pillars of Perspective: Reducing Stress and Worry

Dale Carnegie’s Relationship Pyramid

InfluentialChange

Enhance

Teamwork

Connect with Others

Demonstrate Leadership

Change Attitudes & Behaviors

Gain Cooperation

Create Accountability

Strengthen Relationships

Build Trust

External Awareness

Resentment

Compliance

Indifference

Why is self-awareness important when navigating change?

Activity:

1. Take self-assessment.

2. Discuss with partner your results and what you learned:

– What are your opportunities for improvement in adjusting to change?

– What are your strengths in adjusting to change?

Embracing Change: Self-Awareness

Using Dale Carnegie Principles to Build Engagement

THINK – PAIR – SHARE

• When you could have used this principle when navigating change with a coworker?

• What benefit would they have received?

• How can use the principle in the future?

Using Dale Carnegie Principles to Build Engagement

THINK – PAIR – SHARE

• When you could have used this principle when navigating change with a coworker?

• What benefit would they have received?

• How can use the principle in the future?

Using Dale Carnegie Principles to Build Engagement

THINK – PAIR – SHARE

• When you could have used this principle when navigating change with a coworker?

• What benefit would they have received?

• How can use the principle in the future?

Using Dale Carnegie Principles to Build Engagement

THINK – PAIR – SHARE

• When you could have used this principle when navigating change with a coworker?

• What benefit would they have received?

• How can use the principle in the future?

Handling Difficult Conversations

Handling Difficult Conversations

You in most

conversations

You in crucial

conversations

Handling Difficult Conversations

What do I need to communicate?

Why do I need to communicate it?

What evidence do I have?

My example is…

The evidence shows me that …

Therefore, I believe…

Cushions

Cushions Do Not Cushions Do

Agree

Disagree

Answer

Allow time to think

Find Points of Agreement

Show we listened

Cushions

Cushion Your Response Avoid Using

I heard what you said.

I understand what you said.

I appreciate your view.

That’s an interesting point of view.

…

But …

However …

Nevertheless …

Handling Difficult Conversations

Handling Difficult Conversations: Practice

THINK LISTEN CUSHION + SPEAK

What? I need to communicate a new policy change to the team.

Why?

What Evidence do I have?

Put things in their

perspective and read their emotions.

“I understand your point of view and appreciate your perspective. I know change is hard on everyone….

- AVOID BUT/HOWEVER/NEVERTHELESS -

While it may seem like a burden now and you may not agree, the policy will enhance efficiencies and make our lives easier long-term.”

Communicating Effectively Through Change: Practice

Example 1:

Your employer is asking you to implement changes that you know people won’t receive well. How do you deliver the news to employees?

Practice: One person is employee and one person is Human Resources.

Example 2:

Your supervisor is asking you to make a change you don’t fully agree with and you don’t have time to implement.

Practice: One person is the supervisor and one person is Human Resources.

Thank You!

ISO-405-PD-EV-6101-V3.0

Bethany Berkeley @DCNDMNBethany 701.476.8734 Bethany.Berkeley@dalecarnegie.com