How to be Resilient in the Face of Massive Change

Transcription

1 How to be Resilient in the Face of Massive Change PMI SAC CONFERENCE NOVEMBER 24 By: Razina Visram, MBA, PMP, CMA, CEC & Patricia Morgan, MA, CCC

2 Life is change. Growth is op3onal. Choose wisely. - Karen Kaiser Clark 2

3 Objectives Of Today s Session Importance of Project Managers understanding Change Management Understand Resilience How to manage change using the ADKAR Model Have 5 Strategies to strengthen your resilience and your team 3

4 Importance of Project Management 71% Integrated CM & PM? Didn t and Change Management Did Project Management Design, Develop, Deliver Solution Effectively And it mattered: Good or Excellent CM People Processes Change Management Solution is Embraced, Adopted and Used Proficiently Tools DID DIDN T 4 Prosci s 2014 Best Prac*ce in Change Management

5 Correlation of Change Management to Project Management 5

6 What Skills do Project Managers Need To be Effective at Managing Change? People & leadership skills are critical Understanding change management Coaching & managing resistance Leading change through influence Assisting people through the transition Being resilient 6

7 Prosci ADKAR Model The five building blocks for successful change Awareness Desire Knowledge Ability 7 Reinforcement

8 Prosci ADKAR Model Change begins with understanding why Awareness What is the nature of the change? Why is the change needed? What is the risk of not changing? 8

9 What is Resilience? The ability to persist, cope with or recover from change... 9

10 Why Being Resilient Matters Today s economy: MASSIVE challenges Distressed team members More work and fewer resources Leadership skills needed 10

11 Prosci ADKAR Model Change involves personal decisions Desire What s in it for me (WIIFM)? A personal choice. A decision to engage and participate. 11

12 What if you are not resilient? Less able to deal with unwanted change Decreased productivity and problem solving Unable to meet the Three Critical Success Factors scope, schedule and cost Increased health issues Disgruntled attitude 12

13 Prosci ADKAR Model Change requires knowing how Knowledge Understanding how to change. Training on new processes and tools. Learning new skills. 13

14 Understand How To Be Resilient Me, lead the way? Really? 14

15 1. Internal Resources: Locus of Control The last of human freedoms is one s ability to choose one s attitude in a given set of circumstances. Viktor Frankl 15

16 16 2. Resilient Role Model

17 Resilient Role Model Strengths Adaptability Assertiveness Authenticity Confidence Compassion Creativity Determination Discipline Enthusiasm Focus Honesty Imagination Motivation Persistence 17

18 18 3. Optimism

19 19 OPPORTUNITYISNOWHERE

20 20 4. External Resources

21 WORKPLACE BEST FRIEND Seven *mes more likely to be: engaged in their job better at engaging stakeholders produce higher quality work have higher wellbeing less likely to get injured on the job - Gallop Poll 21

22 22 5. Communication Pattern

23 Communication Pattern Persecutor or Challenger CONTINUED Adapted from the Stephen Karpman Triangle Rescuer or Coach 23 Victim or Survivor/Thriver SolutionsForResilience.com/store

24 Prosci ADKAR Model Change requires action in the right direction Ability The demonstrated capability to implement the change. Achievement of the desired change in performance or behavior. 24

25 Demonstrate Resilience 1. Focus on your internal locus of control 2. Ask, What would my role model do? 3. Use optimism to open possibilities 4. Access support 5. Avoid or get out of the Triangle Acknowledge your team! 25

26 Prosci ADKAR Model Change must be reinforced to be sustained Reinforcement Actions that increase the likelihood that a change will be continued. Recognition and rewards that sustain the change. 26

27 Reinforce Resilience 1. Use self-compassion (awareness). 2. Ask, What did I learn? 3. Ask, What will I do next time? 27

28 28 Prosci ADKAR Model

29 ADKAR Model SUMMARY Key building blocks for managing successful change professional or personal ADKAR can be used to - Manage personal transition - Prescribe what is needed for successful change - Focus conversations - Diagnose gaps (which building block is missing) 29

30 Timing and Integration of PM/CM Speed of Change Process Ineffective Change Management Phases of a Project Failure A Ineffective Project Management Failure B Required Elements of Change for Employees 30

31 Tactics for Engaging Project Teams in Change Management Work collaboratively (bidirectional) Make a compelling case for the value of change mgmt Provide training and education 4 5 Make change management real to the project team Integrate change management activities in to the project plan 6 Leverage sponsor involvement 7 Communicate 8 Document roles and responsibilities 31

32 Thank You! Come Visit Us at Our Booth. Find out more about our Change Management Training. Win Free Tuition. We can assist you with all your consulting needs (PM,BA,CM), Training and Coaching Get insights into your future fortune telling/intuition reading 32 Contact Us To Assist You: cocentric.ca Consulting Coaching Training