Post on 26-Dec-2015
transcript
Leading and Managing Change
Tools for Success
Topics for Today
• Stress Management• Personal Change Leadership Skills and
Assessment• Managing Change and Communicating Change
as Leaders• Contingency Plans – That Bolt of Lightning
Stress Management
• How to Withstand Stress without:– Caving In– Falling Apart– Losing Control– Going Under
• Success means:– Remaining Calm– Avoiding Impulses– Coping under Pressure
Benefits of Stress Management Skills
• In the Workplace– Facing Tight Deadlines– Juggling Time Demands– Better Relationships
• At Home– Maintaining Busy Households– Staying Physically Healthy– Better Relationships
Indicators of Stress
• Feeling wound up, wired or overwhelmed• Tension in the neck, back or shoulders• Headaches, dizziness, shortness of breath• Disrupted sleep patterns• Loss of appetite• Heartburn• Various aches and pains
Two Components of Stress Management
• 1st - Stress Tolerance– The ability to withstand adverse events and stressful
situations.– Coping mechanisms for dealing with the day-in, day-
out stressors in our lives– Being pecked to death by a duck!
“We can’t all do everything” – VIRGIL 70-19 B.C.
Effective Stress Tolerance
• Capacity to remain calm and composed• Face difficulties without getting carried away• Tackle problems one at a time• Prevents Emotional hijacks
The Formula for Effective Stress Tolerance
1. Plan a course of positive action to limit and contain stress
2. Maintain an optimistic attitude in the face of sudden change and negative experiences
3. Feel you have control or at least influence over stress-inducing events
Two Components of Stress Management
• 2nd – Impulse Control– The ability to resist or delay an impulse, drive or
temptation to act.– Identify and put the brakes on angry, aggressive,
hostile or irresponsible behavior.– Low impulse control creates stress for you and others– “Leap before you look”
“I can resist everything except temptation” – OSCAR WILDE 1892
Effective Impulse Control
• Think first, not respond reflexively
• Weigh options and assess alternatives
• Well considered actions and expressions
The Formula for Effective Impulse Control
• The Marshmallow Test
Personal Change Leadership Skills and Assessment
Learning Goals
•Become aware of behaviors that contribute to leading change.
•Assess current (or past) behaviors related to leading change
•Identify gaps between personal performance and desired performance.
Warm-Up
•Read the short case, “Leading Change When You’re Not in Charge.”
•Discuss around your table groups how you would handle this case
Introduction
Leading Change at Every Level is a 30-item self-assessment regarding your behavior toward change. It will help you:
Identify skills and abilities you may want to develop so that you will be better prepared to lead change in the future.
Develop an understanding of the skills you use (or don’t use) most frequently when leading change.
Instructions
Think about a change for which you are presently responsible. It could be either a change you have already initiated or one you have been asked to initiate.
Write a short description of that change in the page in your conference book where this slide is printed.
Read the statements on the Self Assessment handout and circle your answer on the Response Form Handout
Sample Scoring Form
Chart of Individual Results
30
45
60
75
90
105
120
135
150 Overall Effectiveness at
Leading Change
PPT7
Chart of Individual Results
20 18 252324Modeling
the ChangeCommunicating
about the Change
Involving Others in the
Change
Helping Others Break from the Past
Creating a Supportive Learning
Environment
Dimensions of Leading Change
Modeling the Change
Communicating about the Change
Involving Others in the Change
Helping Others Break from the Past
Creating a Supportive Learning Environment
Modeling the Change
•Map the change objectives to your daily responsibilities.
•Think before you act.
•Audit your past actions.
•Monitor and correct yourself.
•Enlist a shadow.
•Be alert to subtle cues from others about your behavior.
Modeling the ChangeA Score Above 19:•Demonstrates the Change with Your Behavior•Routinely Check Your Behavior for Consistency•Skilled at Self-Monitoring•Role Model is Comfortable for You
A Score of 18 or Below:•May tend to act or react without full consideration of how others view your behavior•May be difficult to “step outside of yourself”•May be unaware of the importance of your behavior reflecting the change
Communicating about the Change
•Communicate with a variety of methods.
•Communicate with a wide audience.
•Share possible outcomes and their estimated likelihood.
•Use metaphors with care.
•Don’t dictate the way people should feel.
Communicating the ChangeA Score Above 19:•You Enjoy Communicating•Do not tire of repeating yourself•You Put the Change in Plain Language•You Anticipate How People Feel About the Change
A Score of 18 or Below:•You May Want More Detail Before You Communicate•You Have Been “Blindsided” Before by Unexpected Reactions•You May be Frustrated By Having To Repeat the Message
Involving Others in the Change
•Employ problem-finding.
•Fully consider others’ ideas.
•Let others know what happened to their ideas.
•Practice empathic and non-defensive listening.
•Ask effective questions.
•Utilize technology to bridge physical distance.
•Organize a large group meeting.
Involving Others In the ChangeA Score Above 19:•You Reach Out to Others•You View People as Resources, and Get Them to Open Up and Participate•You Value Including Others in the Change Effort
A Score of 18 or Below:•You May Want To Work on Your Own•Can Cause Lack of Enthusiasm or Lack of Commitment
Helping Others Break from the Past
•Play the devil’s advocate.
•Support innovation.
•Sponsor wild ideas.
•Demand continuous improvement.
•Stage a symbolic break with the past.
Helping Others Break From the PastA Score Above 17:•You Are Naturally Curious•You Do Not Mind Taking Risks•Change is Exciting and has Positive Outcomes•You Are Open to New Ideas and Processes
A Score of 16 or Below:•You Like Things the Way They Are•If It Ain’t Broke, Don’t Fix It•You May Rely on Past Experiences to Plan For the Future
Creating a Supportive Learning Environment
•Focus attention away from blame and toward problem correction.
•Admit what you don’t know.
•Declare a practice zone.
•Support time for training.
Creating a Supportive Learning Environment
A Score Above 19:•You Believe Learning is a Part of Change•You Are Not Surprised by Mistakes or Re-Work•You Put Equal Value on WHAT is Done, as Well as HOW It Is Done•You Have Self-Confidence
A Score of 19 or Below:•You May Work Where Mistakes Are Punished•You May Have Little Slack in Finding Resources•You May Find It Difficult to Say “I Don’t Know”
Review
Modeling the Change
Communicating about the Change
Involving Others in the Change
Helping Others Break from the Past
Creating a Supportive Learning Environment
Managing Change and Communicating Change as Leaders
Enrollment Curve
Direction of Enrollment
CriticalMass30%
2%Initiators
14%Early
Enrollers
34%Middle
Enrollers
34%Late
Enrollers
14%Die
Hards
2%
Fringe
The Transition Curve
Focus on Environment
Denial Commitment
Resistance Exploration
Focus on Self
Past Future
Personal Tools for Working Through Change
• Review past change experiences• Focus on what you can control• Take a possibility mindset• Reach out to others
Review Past Change Experiences
Positive Change Experience
Successfully working through change
Negative Change Experience
Focusing Time and Energy“Do not let what you cannot do interfere with what you can do”
John Wooden
I can’t Control
I canControl
I canInfluence
Tips for Taking a Possibility Mindset
•Eliminate negative interference in your concentration
•Reflect on when you feel most confident at work and evaluate the triggers or stimuli.
•How you have managed to quiet the negative self voice in this instance?
•Minimize anxiety caused by blowing things out of proportion
•Once you’ve put things into perspective, it’s much easier to start to focus on the solution
•When taking a solution focused approach, find out what is already working and do more of it
•Stop doing what doesn’t work and start doing something else
Tips for Reaching Out to Others
•Ask for help and help others when they need it
•Be specific about what you want or need and go to the right person
•Spread the load – don’t rely on one person too heavily
•Seek to understand – ask for information
•Let others understand you – be honest about your feelings
•Be open to receiving and acting on feedback you get
•If you disagree, listen first, then share your point of view
Force Field Model
PresentState
DesiredState
Driving Forces
RestrainingForces
Methods to Create Change• Communicate the objectives and reasons for
the change• Frequently communicate everything you know• Listen carefully to reactions and concerns• Involve people and invite their input• Provide people the tools and skills to be
successful• Reward and recognize as people successfully
transition
Methods to Create Change con’t
• Be a committed sponsor• Enlist early enrollers as change agents• Align systems, processes and
measurements to support the change• Stay the course and expect tough times• Enable those who do not make the
transition to find alternatives
Building Trust Through Communication
CREDIBLE You do what you say you will do
OPEN You openly share information with others
AUTHENTIC You can be trusted to be available, interested and understanding; you say what you really mean.
CONGRUENT Your body language and tone reinforce what you say
TACTFUL You handle difficult situations appropriately and effectively
CONFIDENTIAL You keep confidences and don’t speak negatively about others behind their backs
Handling Challenging ReactionsSilence Allow the person time to absorb and reflect on the
information
Gently probe for understanding if the silence continues
Cynicism Let the person express their feelings and opinions
Don’t become defensive
Interruption Allow the person to have the floor once or twice
Acknowledge their need to speak but regain control by assertively asking the person to let you speak
Anger Allow the person to express their anger
Don’t take it personally
Don’t be drawn into justifying the situation
Tears Give the person time and space
Stay calm and acknowledge their stress
Have you ever promoted someone who did not reach your expectations?
People fail in jobs…
not because they can’t do the
job…
but rather, because they don’t match
the job.
We Hire/Promote on Competence and Fire on Fit
Time-Consuming
Peter Drucker says 60% of management’s time is spent fixing people problems and just 40% working to achieve corporate goals.
Additional Research Shows that when you fix your people problems:
They will fix your systems problems They will fix your process problems Therefore fix your financial problems
People Problems are:
People are the key to the success of almost all endeavors.
Jim Collins, author ofGood to Great says:
Put the right people on the bus.
Get the wrong people off the bus.
Put the people in the right seats on the bus.
The bus will take you where you want to go.
Why do we continue to put the wrong people in our jobs?
We believe that poorly selected people are a normal part of doing business.
Our hiring/promoting practices may be too “instinctive” and not scientific enough.
We think we can change people.
People are not easy to change!
How can we begin to fix this problem?
By getting more information about our candidates.
By getting more information about our existing employees.
Objective SubjectiveSkill FitSkill Fit
Education,Education,Training,Training,
Experience,Experience,SkillsSkills
Job FitJob FitAttitudes,Attitudes,
Values,Values,Demeanor,Demeanor,Apperance,Apperance,
IntegrityIntegrity
Missing piece
Selection Process
Résumé,
Application,
References
YOU DIDN’T SEE…
THE
TOTAL
PERSON
The Tip of the Iceberg gives you…
Good, but Limited Information:
Education
Current Employment
Past Employment
Appearance / Dress
Interview / Presentation
10% - Good But Limited Information:Skills, Experience & Company Match
90% - Essence of the Total Person: Thinking Style
Occupational Interests
Behavioral Traits
Job Fit
Look Beneath the Surface…
Test for Job Match
Objective SubjectiveSkill FitSkill Fit
Education,Education,Training,Training,
Experience,Experience,SkillsSkills
Job FitJob FitAttitudes,Attitudes,
Values,Values,Demeanor,Demeanor,Apperance,Apperance,
IntegrityIntegrity
Job MatchJob MatchBehavioral Behavioral
Traits,Traits,Abilities,Abilities,InterestsInterests
FUTURE
Selection Process
Résumé,
Application,
References
Via Interview
Via Assessing for Job Match
75%75%
66%66%
54%54%
38%38%
26%26%
14%14%Interview
Background Checks & Integrity Testing
Personality Testing
Ability Testing
Interest Testing
Job Matching
+
+
+
+
– Psychological Bulletin Vol. 96, No. 1, August 1994
Professor Mike Smith, University of Manchester
Utilize All of Your Resources
Can the persondo the job? Thinking style
How will the persondo the job? Behavior style
Will the personwant to do the job? Job Interest
What the Profile XT Measures
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Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
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The Job Match Pattern
™
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Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
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Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
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The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
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Shaded areas indicate the JobMatch pattern
The JobMatch patterns show requirements for the jobs in your company
Use these patterns for:
Placement Retention Training Promoting Managing Planning
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Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
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Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
Distortion – 8
94%
Job MatchPercentage
95%
8
6
10
4
Job MatchPercentage
95%
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Job MatchPercentage
91%
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The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
10987654321
10987654321
10987654321
10987654321
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10987654321
4
5
22
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
10987654321
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10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
Distortion – 9
64%
Job MatchPercentage
86%
2
2
4
10
8
1
Job MatchPercentage
56%
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Job MatchPercentage
35%
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The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
Uses From a Single Report
•Job Fit for new candidate or promoting the right employee to a new position•Interviewing for either of the above•Training and development•Workforce management•Succession planning•Conflict management•Teambuilding
“It’s not experience – or college degrees or other accepted factors; success hinges on a fit with the job.”
BENEFITS to you when you use the
Profile XT™
Reduce Turnover
Increase Production
Train More Effectively
Improve Communication
Diminish “People Problems”
Reduce Stress, Tension & Conflict
Enhance Profits!
“Put the right person in the right job, train and motivate them, give them an opportunity for advancement, and your company will grow and prosper”
J.W. Marriott
Change can be scary, and is something that naturally we would rather not have to do. Yet, handled well, it can be exciting and successful. Besides, it beats the alternative. If you don’t believe me, go ask a dinosaur.