Leading Through Change

Transcription

1 Leading Through Change Housekeeping and Ground Rules Workshop Objectives Understand the process of change Understand your role as a change leader Learn strategies to reduce stress and maintain productivity during change Review tips to maintain your own equilibrium Know available resources Manager s Guide: The Challenge of Organizational Change 3 1

2 Heraclitus of Ephesus c. 535 c. 475 BCE 4 David Bowie of London C.E. I watch the ripples change their size But never leave the stream Ch-ch-ch-ch-changes Turn and face the strange Changes 5 Neurological Resistance to Change Change is introduced Pre-frontal cortex receives transmission through 5 senses Pre-frontal cortex compares the new condition to the current condition by accessing the basal ganglia. Error signal produced Error signal received by the amygdala Amygdala produces the emotion fear Prefrontal cortex receives fear signal and initiates response Schwartz and Rock, The Neuroscience of Leadership Strategy + Business June 2006 :

3 Emotional Reactions to Change Denial Anger Bargaining Depression Acceptance Corporate Executive Board, Building Employee Commitment to Change 7 Predictable Questions Are people going to have to relocate? Will jobs be cut? What does this mean in terms of my work load? Am I going to be let go? Who will I be reporting to? What am I supposed to do now? I don t understand what s going on. There s nothing wrong with how we were working. Why change? Will our team get broken up? This is the thanks I get for years of hard work! My spouse is out of work; I can t lose my job now. Just tell me what you need; I ll work harder. I ve been with Red Cross for 20 years! How can they do this to me? How can we possibly meet our goals with fewer people? Manager s Guide: The Challenge of Organizational Change 8 Change is a Process, Not an Event Familiar ends Experience: shock, denial, anger, sadness, fear Internal Work: process emotions Transition Experience: disorientation, uncertainty, skepticism Internal Work: psychologically adapt New normal Experience: acceptance, integration, commitment Internal Work: re-energize Manager s Guide: The Challenge of Organizational Change 9 3

4 What Makes Change So Hard? Perceptions of change Sense of loss Fear of failure Lack of control Sense of betrayal Failure to prepare for change Failure to communicate Failure to remain open minded Failure to look for opportunities for personal and organizational growth Manager s Guide: The Challenge of Organizational Change 10 Anticipate Different Responses Adopters Questioners Wait and Seers Resisters Everyone reacts differently to change. Some people know how to manage the stressful feelings and thrive on change, most people do not. Manager s Guide: The Challenge of Organizational Change

5 What Role Do You Play? As a Manager Focus: Implementation Address: Business Needs As a Leader Focus: Experience Address: Human Needs Manager s Guide: The Challenge of Organizational Change 13 Understand Your Leadership Role A change leader is A facilitator An anchor A realist A beacon Start by working through your own feelings about the change and the moves needed to complete it. Manager s Guide: The Challenge of Organizational Change 14 How can you be that leader? Key tasks: Interpret and communicate Support and empower Motivate and energize Focus on what workers want and need during a change: information, input, and the ability to be successful. Manager s Guide: The Challenge of Organizational Change 15 5

6 Introducing Change Clear communication is key Be honest, transparent, and available Give as much structure as you can Help workers see their purpose in this change Seek input, encourage questions Listen actively and empathetically Manager s Guide: The Challenge of Organizational Change 16 Don t Treat Your Workers Like Mushrooms Sometimes I feel like a mushroom kept in the dark and fed a diet of manure. 17 Implementing Change Target actions to support and empower workers Continually communicate and respond to concerns Involve workers in problem-solving Set up short-term goals with tangible results Provide opportunities for development and training Demonstrate caring and respect Manager s Guide: The Challenge of Organizational Change 18 6

7 After the Change Re-energize and motivate past barriers Drop in performance: Clarify roles, balance workloads, offer training Unwilling to take creative risks: Offer stretch projects, set SMART goals Loss of trust and morale: Celebrate successes, reward, be transparent Entrenched resistance: Find root, incremental steps, performance manage Wellness issues due to stress: Encourage work/life balance, use of EAP where appropriate Manager s Guide: The Challenge of Organizational Change 19 Managing Separations Focus on a respectful approach Choose a time that allows for dignified exit Bring others into meeting if necessary Focus on facts; be clear and detailed Review benefits and outplacement help Consider how you want to express personal feelings Be prepared to deal with survivor s guilt among remaining team members If actual separation is to be delayed, be sure to cover specifics of job duties and expectations for interim period. Manager s Guide: The Challenge of Organizational Change 20 Sadness Anxiety Fear Anger Watch for Signs of Stress Argumentative Lashing out at others Withdrawn Depression Absenteeism 21 7

8 Managing the Stress Connecting with others for support Humor Exercise, rest, healthy diet Meditation Spirituality Reframing situation Setting new goals 22 Address Your Stress Understand and respond to personal impact Acknowledge and manage your stress points Identify what you can and can t control Find a focal point to keep your balance Be aware of stress / wellness connection Establish your own support system to help you through this Not only will you have to make the same psychological transition as your employees and volunteers, you also face rolerelated emotions, such as guilt and anxiety. Manager s Guide: The Challenge of Organizational Change 23 There is Light at the End of the Tunnel 24 8

9 Resources Battilana, J. & Casciaro, T. (2013). The network secrets of great change agents. Harvard Business Review, , 91, (7). Retrieved from Bridges, W. (2004). Transitions: Making sense of life s changes. Cambridge, MA: Da Capo Press. Chapman, A. (n.d.) The psychological contract. Retrieved May 23, 2014 from CIGNA Employee Assistance Program Webinar, Manager s Guide: The challenge of organizational change CIGNA Employee Assistance Program Webinars accessed through:. ESI International (2008). The Change Management Life Cycle: How to involve your people to ensure success at every stage. Greenberg, E. & Grunberg, L. (2009). Managing in tough times: The impact of layoffs on front-line managers. Journal of Employee Assistance. Retrieved from a Schiro, J.B. & Baker, R.L. (2009). Downsizing and organizational change survivors and victims: Mental health issues. The International Journal of Applied Management and Technology, 7 (1). Retrieved from Manager s Guide: The Challenge of Organizational Change