EMPLOYEE ENGAGEMENT AND CHANGE

2015 – Women in Educational Leadership

Agenda Organizational/Institutional and Personal Change – what

does the research say?

Change Management ToolsThe emotional stages of ChangeThe “Change House”

Managing Change at Dilworth – Appraisal

Research on Organizational/Institutional and Personal Change

Institutions embracing change positively repeatedly report success across both Productivity, Result and Engagement targets

Learning how to deal effectively with first-time or changing situations is more predictive of long-term potential or performance than is raw intelligence

93% of High Potentials are High Performers; Only 29% of High Performers are High Potentials

Change Management Strategies ensure organizations remain current and operational

Individuals who embrace and promote change report greater levels of career/job success and engagement

Individuals embrace change when they understand it, see the benefits of it, are supported practically and emotionally through it and feel that they are able to contribute positively to it.

Source: Organizational and Individual engagement, Kinexa 2013

Source: Ashridge University, Princeton University, London School of Management, 2012

Engagement and Change…the research

Why its tough…

•Familiar•Comfortable•Can be controlled•Roles areunderstood

•Familiar•Comfortable•Can be controlled•Roles areunderstood

•Letting go of the old•Taking on the new•Changes everywhere•Feelings of loss, anxiety, gain

•Letting go of the old•Taking on the new•Changes everywhere•Feelings of loss, anxiety, gain

•Unfamiliar, risky•Unknown•Controls not•understood•New roles

•Unfamiliar, risky•Unknown•Controls not•understood•New roles

Current State

Transition State

Future

State

Change Management Tools-The Change Curve

-The Change House

The Change Curve - The emotional stages of change:

comfort

complacency

awareness

denial & indifference

resistance cynicism

understanding

engagement & curiosity

acceptance

enthusiasm

excitement

commitment

ownership

evolution

“Pain of the status quo or attraction of desired state must exceed the discomfort of the transition state for change to be bought into and successful”

Where do you as a Leader sit in relation to this Change Strategy?

© 2000-3 J M Fisher. Not to be sold or published. Sole risk with user. A free resource from www.businessballs.com.

Anxiety

Can I cope ?

Happiness

At Last something’s

going to change !

Fear

What impact will this have?How will it affect me?

Threat

This is bigger than I thought!

Guilt

Did I really do that

Depression

Who am I?

Gradual Acceptance

I can see myself in the future

Moving Forward

This can work and be good

Hostility

I’ll make this work if it kills me!!

© 2000-3 J M Fisher. Not to be sold or published. Sole risk with user. A free resource from www.businessballs.com.

Denial

Change? What Change?

Disillusionment

I’m off!! … this isn’t for me!

Supporting Personal Change

• External Data

• Head up/out

• Work through feedback

• Cross boundary exposure

• Hold back rewards

• Job rotation

• Office moves

• External Data

• Role models

• Spell out current

reality &

consequences

• Listen

• Avoid providing

solutions / quick fixes

• Recognise

efforts/acknowledge

the past but don't get

stuck in it

• Focus / and

Prioritise

• Identify first / small steps

• Increase personal

accountability

• Their solutions not yours

• Encourage experiments &

review

• Build confidence /

competence

• Praise early success

• Continue

development

challenge

• Keep providing

feedback

• Stretch

performance

targets

• Celebrate success

but link to new

targets

• Challenge

assumptions about

change

ChangeHouse

Source Claes Janssen

THECONTENTMENTROOM

ChangeHouse

Source Claes Janssen

..........often with disempowered boundary workers and layers of poor communication

Evidence of Contentment

•"We are the best!”•"Let's postpone it!”•"Why should we do it?”•Arrogance•Very bureaucratic•Lots of internal

publications•"Lets talk about details”•"Lets talk about us”• Ignoring the outside world

THECONTENTMENTROOM

THEDENIALROOM

ChangeHouse

Source Claes Janssen

Evidence of Denial

• "They are responsible”

• "Yes, but.....”

• Circumstances are responsible.....”

• Finger-pointing

• Prophets ejected

• Persecute the innocent

• Protect the guilty

• High aggression

• Defensive behaviour

• "It can't happen to us"

THECONTENTMENTROOM

THECONFUSIONROOM

THEDENIALROOM

ChangeHouse

Source Claes Janssen

Evidence of Confusion

•Hire and fire!

•A new strategy every day!

•Panic!

•Lots of uncoordinated initiatives

•Lost in the fog!

•Consultants in large numbers

•Hiring from outside

•Tower of Babel

THECONTENTMENTROOM

THERENEWALROOM

THECONFUSIONROOM

THEDENIALROOM

ChangeHouse

Source Claes Janssen

Evidence of Renewal

• "Let's do it together”

• "Let's make it happen!”

• High motivation and energy

• Constructive spirit

• No lip service

• Clarity and light

• Dynamism

• Taking responsibility

• Trust / delegation

• Focus

• Continuous improvement in things that matter

THECONTENTMENTROOM

THERENEWALROOM

THECONFUSIONROOM

THEDENIALROOM

ChangeHouse

Source Claes Janssen

THESUNLOUNGE

DUNGEONOF DENIAL

PARALYSISPIT

THECONTENTMENTROOM

THERENEWALROOM

THECONFUSIONROOM

THEDENIALROOM

WRONGDIRECTIONDOOR

ChangeHouse

Source Claes Janssen

From Contentment To Denial

•Get people to benchmark

•Get people to look outside the company

•Provide data / stories on how well other institutions are doing

•Provide data/stories on how poorly like institutions are performing

•Provide a symbolic shock

•Provide outlaws with a platform

•Spread discontent

From Denial To Confusion

•Continue benchmarking / outside feedback

•Expose the majority of the employees to the problem

•Avoid providing solutions

•Support those with energy looking for solutions

•Remove those who persecute and are really stuck in denial

•Don't tell, do - increase the shocks – working differently, re-structure (less hierarchical), not tolerating poor behaviour, support those who are willing but struggling and start behaving differently

From Confusion To Renewal

•Provide a vision and a direction

•Sell solutions, consult, don't tell!

•Focus on the first steps

•Set demanding but attainable goals

•Keep feeding back results quickly

•Use cross-functional teams

•Reward new behaviours / performance

•Encourage experimentation

Preventing Slippage Into Contentment

•Constantly review performance targets

•Keep providing feedback - both internal and external

•Keep refining and transmitting the strategy

•Celebrate success but always link to new targets / objectives / visions

•Seek to change mental maps of change

•Seek next change issue

THESUNLOUNGE

DUNGEONOF DENIAL

PARALYSISPIT

THECONTENTMENTROOM

THERENEWALROOM

THECONFUSIONROOM

THEDENIALROOM

WRONGDIRECTIONDOOR

ChangeHouse

Source Claes Janssen

Change House: Key Messages

•You can only go one way through the house - but slippage and 'death' is possible in the first three rooms

•Different groups will be in different rooms, for different time spans...…

• .....and you need different strategies to move them on

•Human capacity for denial and optimism is infinite

•There is no end point

Appraisal at Dilworth – a Case Study in change

Appraisal at Dilworth – Case Study• Performance Appraisal as a continuous improvement

change strategy

• Including “What” and “How” based goals

• Gain trust, open communication, support emotional challenges, explain rationale, share benefits

Change Curve – Full Team

Change House Exercise – Management Team and HOD’s

Behavioural Goals…the “How” - key to engagement

Concept of change is hardly new…

“Very often change of self is needed more than a change of scene.”Bob Dylan, Poet and Musician

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

Charles Darwin, English Naturalist

“Things do not change, we change.”Henry David Thoreau, US Author, Naturalist

“When patterns are broken, new worlds emerge.”Nancy Thayer, American Author

“Readjusting is a painful process but most of us need it at one time or another.” Arthur Christopher Bensen, English Author