FOSTERING CHANGE IN YOUR TEAM. How to achieve your Officevibe goals

Transcription

1 FOSTERING CHANGE IN YOUR TEAM How to achieve your Officevibe goals

2 Nice to meet you! Julie Jeannotte Culture & Engagement Expert Alexandre Michaud Engagement Specialist

3 Objectives Highlight simple ways to improve your team Learn to identify and manage risks before implementing change Analyze the risks stakeholders may have towards this process DREAM BIG Learn what tools you need to help your team adapt successfully

4 Agenda 1. Seize engagement opportunities 2. Understand why it s important to analyze the risks of your new initiative 3. Learn how to identify the risks 4. Evaluate potential stakeholder impact 1. Identify the stakeholders 2. Complete the stakeholder matrix 3. Develop engagement strategies 5. Build your managerial competencies 1. Emotional Intelligence 2. Management of Concerns 6. Q&A

5 1 SEIZE ENGAGEMENT OPPORTUNITIES

6 Source: Officevibe. (2014). 12 Mind-Blowing Employee Survey Statistics Why you should focus on engagement Highly engaged businesses see a 10 % increase in customer ratings.

7 Source: Officevibe. (2014). 12 Mind-Blowing Employee Survey Statistics Why you should focus on engagement Highly engaged businesses see a 20 % increase in sales.

8 Why you should focus on engagement

9 Why you should focus on engagement

10 Engagement

11 Opportunities More details here: Analyze Data and Choose Areas to Focus On

12 Opportunities More details here: Analyze Data and Choose Areas to Focus On

13 For Example In the next month, your plan is to bring colleagues closer together by giving them more responsibility and autonomy.

14 For Example In the next month, your plan is to bring colleagues closer together by giving them more responsibility and autonomy. How? Employees will become responsible for scheduling and conducting meetings. You believe that by empowering them in their role and trusting them to work together they will collaborate more often.

15 2 UNDERSTAND WHY IT S IMPORTANT TO ANALYZE THE RISKS OF YOUR NEW INITIATIVE

16 Managing Change is Risky

17 Managing Change is Risky 60% to 70% Failure rate for organizational change projects. Source: Harvard Business Review, 2013

18 Managing Change is Risky 60% to 70% Failure rate for organizational change projects. 83% Of CEOs said that «substantial change» was their biggest challenge. Source: Harvard Business Review, 2013 Source: IBM, 2008

19 Managing Change is Risky 60% to 70% 83% 80% Failure rate for organizational change projects. Of CEOs said that «substantial change» was their biggest challenge. Of employees believe their manager would not act on what came up in the survey Source: Harvard Business Review, 2013 Source: IBM, 2008 Source: Officevibe, 2014

20 It is not the strongest or the most intelligent who will survive, but those who can best manage change Leon Megginson

21 3 LEARN HOW TO IDENTIFY THE RISKS

22 Level of Risks Organization Examples: Organizational instability Lack of support from upper management Political games/conflicts Lack of communication and transparency about the goal

23 Level of Risks Organization Examples: Long and complex projects Project Insufficient resources Lack of project leadership Lack of knowledge/skills

24 Level of Risks Organization Examples: Unrealistic expectations Project Overall resistance to change Human Lack of cooperations/commitment Prior negative experiences

25 4 EVALUATE POTENTIAL STAKEHOLDER IMPACTS

26 Stakeholder Analysis 1. Identify the stakeholders

27 Stakeholder Analysis 1. Identify the stakeholders 2. Complete the Stakeholder Matrix

28 Stakeholder Analysis 1. Identify the stakeholders 2. Complete the Stakeholder Matrix 3. Develop Engagement Strategies

29 1. Identify the Stakeholders STAKEHOLDER PRIMARY STAKEHOLDERS Those directly affected, either positively or negatively. SECONDARY STAKEHOLDERS Those that are indirectly affected.

30 1. Identify the Stakeholders : who are they in our example?

31 1. Identify the Stakeholders : who are they in our example? Each employee Upper management Organization infrastructure department for meetings

32 2. Complete the Stakeholder Matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder

33 2. And fill up the stakeholder matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A Employee B Employee C Employee D VP A VP B Infrastructure

34 2. And fill up the stakeholder matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A High Employee B High Employee C High Employee D High VP A Low VP B Low Infrastructure Medium

35 2. And fill up the stakeholder matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A High High Employee B High High Employee C High High Employee D High High VP A Low High VP B Low High Infrastructure Medium Low

36 2. And fill up the stakeholder matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A High High Feel supported Employee B High High Be challenged Employee C High High Feel supported Employee D High High Feel supported VP A Low High Performance VP B Low High Performance Infrastructure Medium Low New requests

37 2. And fill up the stakeholder matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A High High Feel supported Autonomy Employee B High High Be challenged Champion Employee C High High Feel supported Autonomy Employee D High High Feel supported Autonomy VP A Low High Performance Influence VP B Low High Performance Influence Infrastructure Medium Low New requests Availability

38 2. And fill up the stakeholder matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A High High Feel supported Autonomy No Employee B High High Be challenged Champion Employee C High High Feel supported Autonomy Employee D High High Feel supported Autonomy participation. Gossip. No Interest. Fears of being alone VP A Low High Performance Influence Increase VP B Low High Performance Influence pressure to perform Infrastructure Medium Low New requests Availability Not available

39 3. Develop Engagement Strategies Keep Satisfied Manage Closely POWER Monitor Keep Informed IMPACT Source: Office of Government Commerce UK, 2003

40 3. Develop Engagement Strategies : how does it apply to the example? VP A,B Keep Satisfied EMPLOYEE A,B,C,D Manage Closely POWER Monitor Infrastructure Keep Informed IMPACT Source: Office of Government Commerce UK, 2003

41 3. And complete the matrix STAKEHOLDER IMPACT (How much does the project impact them? (Low, Medium, High) POWER (How much influence do they have over the project?(low, Medium, High) What is IMPORTANT for the stakeholder? How could the stakeholder CONTRIBUTE to the project? How could the stakeholder BLOCK the project? STRATEGY for engaging the stakeholder Employee A High High Feel supported Autonomy No Employee B High High Be challenged Champion Employee C High High Feel supported Autonomy Employee D High High Feel supported Autonomy participation. Gossip. Manage closely No Interest. Fears of being alone VP A Low High Performance Influence Increase Monitor VP B Low High Performance Influence pressure to perform Monitor Infrastructure Medium Low New requests Availability Not available Inform

42 5 BUILD YOUR MANAGERIAL COMPETENCIES

43 Build Your Managerial Competencies 1. Emotional Intelligence 2. Management of Concerns

44 1. Emotional Intelligence The ability to monitor one s own and other people s emotions, to discriminate between different emotions and label them appropriately & Use emotional information to guide thinking and behavior.

45 1. Emotional Intelligence Inter-personal Intelligence The ability to recognize other people s moods, desires, motivation, and intentions. Source: The Theory of Multiple Intelligences, 1993

46 1. Emotional Intelligence Inter-personal Intelligence Intra-personal Intelligence The ability to recognize other people s moods, desires, motivation, and intentions. The ability to recognize and understand his or her own moods, desires, motivations, and intentions. Source: The Theory of Multiple Intelligences, 1993

47 1. Emotional Intelligence INTRA-PERSONAL INTER-PERSONAL FEELINGS ACTIONS Source: Working with Emotional Intelligence - Coleman, D. 1988

48 1. Emotional Intelligence INTRA-PERSONAL INTER-PERSONAL FEELINGS Self Awareness Social Awareness ACTIONS Self Management Social Skills Source: Working with Emotional Intelligence - Coleman, D. 1988

49 1. Emotional Intelligence INTRA-PERSONAL INTER-PERSONAL FEELINGS Self Awareness Perceiving emotions Social Awareness Understanding emotions ACTIONS Self Management Managing emotions Social Skills Using emotions Source: Working with Emotional Intelligence - Coleman, D. 1988

50 1. Emotional Intelligence What about you? With the survey you ve completed before the webinar, sum up each category to assess your strengths and areas of improvements

51 1. Emotional Intelligence What about you? With the survey you ve completed before the webinar, sum up each category to assess your strengths and areas of improvements 0-24 Area for Enrichment Requires attention and development Effective functioning Consider strengthening Enhanced Skills Use as leverage to develop weaker areas.

52 2. Management of Concerns Legitimate and normal consideration specific to an aspect of the initiative. This tool holds that people experiencing change evolve in the kinds of questions they ask and in their use of whatever the change is. Source: Loucks-Horsley, 1996.

53 2. Management of Concerns : From Resistance to Support Change is not possible if the employee does not accept it Active Passive Passive Active Resistance Resistance Support Support Source: Herscovitch et Meyer, 2002,

54 2. Management of Concerns Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 No concern Concerns Concerns Concerns Concerns Concerns centered on centered on the centered on the centered on centered on me organization change trying collaboration What is your biggest concern right now with regards to [name of initiative]? Source: Gérer le volet humain du changement, 2004

55 2. Management of Concerns I m not concerned I don t really care Oh well, we ll see how it Stage 1 : No goes Create a sense of urgency What to do Communicate the importance of the initiative Describe what could happen if we do not change Source: Gérer le volet humain du changement, 2004

56 2. Management of Concerns How is it going to impact me? Am I going to loose influence? Stage 2 : Concerns centered on me Will I still receive the same recognition? What will happen to my day-to-day job? Reassert what will change and what will not change What to do Try to lower the level of uncertainty Listen to the fears and expectations Source: Gérer le volet humain du changement, 2004

57 2. Management of Concerns Will this change really happen? Is the organization is capable of this? Stage 3 : Concerns centered on the organization I don t think this change is necessary I don t think our client wants that This is not a legitimate initiative Invite the upper managers and leaders in the organization to demonstrate their engagement What to do in the change. Explain the legitimacy, the vision, the objectives, and the positive outcomes of the initiative. Source: Gérer le volet humain du changement, 2004

58 2. Management of Concerns What are the steps of the change initiative? Stage 4 : Concerns centered on the change How is this going to roll out? When will we have training? Will we be able to do XYZ with this? Reinforce adhesion by explaining the details What to do of the change Involve the employees to get their ideas Ask the employees how they see it Source: Gérer le volet humain du changement, 2004

59 2. Management of Concerns Will we have extra time available to try and learn? Stage 5 : Concerns centered on trying Who should I go to if I need help? Will our performance review be modified? Plan the transition What to do Deliver training if needed Reinforce good behaviors with recognition Recognize the efforts Source: Gérer le volet humain du changement, 2004

60 2. Management of Concerns Stage 6 : Concerns centered on I have ideas to make it optimal How can I help my peers? collaboration Encourage trade What to do Value expertise Foster improvement ideas Source: Gérer le volet humain du changement, 2004

61 Objectives Highlight simple ways to improve your team Learn to identify and manage risks before implementing change Analyze the risks stakeholders may have towards this process DREAM BIG Learn what tools you need to help your team adapt successfully

62 IT S TIME TO LOOK FOR OPPORTUNITIES IN YOUR OFFICEVIBE RESULTS

63 Additional Resources

64 6 QUESTIONS & ANSWERS

65 Don t hesitate to contact us! support@officevibe.com

66 Thank you!

67 Sources Harvard Business Review. (2013). Change Management Needs to Change. Available online: IBM. (2008). The Entreprise of the Future. Global CEO Study. Available online: Officevibe. (2014). 12 Mind-Blowing Employee Survey Statistics. Available online: Officevibe. (2017). The 10 Employee Engagement Statistics of Available online: Office of Government Commerce (2003). Power-Impact Grid. Available online: P076_CSM_Ch_7_Mapping_Stakeholders.pdf Gadner s H. (1983). The Theory of Multiple Intelligences. Available online: Herscovitch, L.& Meyer, J. P. (2002). Commitment to organizational change: extension of a three-component model, Journal of applied psychology, 87:3, 474 p. Bareil, C. (2004). Gérer le volet humain du changement. Transcontinental, 216p. Loucks-Horsley, S. (1996). The Concerns-Based Adoption Model : A model for Change in Individuals. Professional Development for Science Education, 15 pages. Available online:

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