Strategies for Success: Focus on Five Method to Achieving Functional Balance

Transcription

1 Strategies for Success: Focus on Five Method to Achieving Functional Balance Presented By: Colleen Rudio, Chief Strategist

2 Leveraging Change Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving it up. James Belasco and Ralph Stayer Flight of the Buffalo, 1994

3 Today s Focus on Five Layered Approach Focus on What Matters Focus on Understanding Focus on Alignment Focus on Change Leadership Focus on Leveraging Change Establish a FOUNDATION OF UNDERSTANDING about pressure points and the impact of change on the workplace Explore individual behaviors, values and beliefs that drive our CHANGE RESPONSE Set the stage for functional assessment and CHALLENGE our perspectives Discuss the need to develop CHANGE LEADERSHIP skills and a culture of ENGAGEMENT Define our role in Leading the LEVERAGING OF CHANGE in the workplace

4 Seek Functional Balance Purpose Management Product & Service Management Strategic Goals Process Management People Management Profit Management

5 A distraction from the heart s desire is the most difficult change to overcome.

6 Identify External Pressure Points PATIENTS Increased Expectations EMPLOYEES Performance Expectations INDUSTRY Increasing Activity ECONOMY Unstable Conditions REGULATORY Increasing Requirements MARKETS Shifting Expectations More/faster better/easier Choice without burden Benefit without risk Overwhelmed by change Increased responsibilities Uncertainty of leadership Significant care impacts Increased innovation and technology Changing focus/direction Diversified care needs New inter - dependencies Significant global impacts Increases in privacy and regulatory issues Role shifts Constant shifts in policies and procedures Significant local needs Need for expanded services Increase in relationships

7 Common Change Pressures Organizational-Based Pressures Failure to Communicate Expectations Lack of Feedback Unrealistic Expectations Lack of Feedback Lack of Skill, Knowledge, or Ability Lack of Resources Failure to Train or Instruct Failure to Accommodate Poor Judgment Personal Issues Negative Work Environment Change Management Lack of Effort or Attention Lack of Commitment Employee-Based Pressures

8 Levels of Personal Change Level One INFORMATION Trigger A tentatively held belief or attachment resulting in low personal investment Level Two EXPERIENCE Trigger A strongly help belief or behavior created by repeated experience over longer periods of time Level Three SIGNIFICANT SHIFT Trigger A deeply rooted belief based on moral and ethical values based on perception of right and wrong

9 Success Factor: Understand Why Trust Matters TRUST = SPEED COST TRUST = SPEED COST

10 Success Factor: Understand Stages of Change Internalization of new behaviour Action to change personally Understanding of change direction Commitment to the work setting Significant involvement needed Awareness of desired change Information with some involvement sufficient here

11 Results Action Beliefs Experiences The OZ Principle, Roger Connors

12 Driving a Shift in Accountability Below the Line Externalize the need for change Wait to be given actions Excuses accepted as reasons not to move forward Limited engagement and ownership Focus on identifying problems Above the Line Internalize changes they need to make Personal initiative Excuses replaced with What else can I do? See It, Own It, Solve It, Do It Focus on finding solutions

13 What matters is your personal change trigger?

14 Change Is Highly personal Sensed and anticipated Filled with emotion Challenges perspectives Triggers mental or physical responses Impacts trust and loyalty Transferrable to those around us

15 Levels of Personal Change Level One INFORMATION Trigger A tentatively held belief or attachment resulting in low personal investment Level Two EXPERIENCE Trigger A strongly help belief or behavior created by repeated experience over longer periods of time Level Three SIGNIFICANT SHIFT Trigger A deeply rooted belief based on moral and ethical values based on perception of right and wrong

16 Stages of Individual Change Stages of Individual Behaviour Change OK, I m ready to do it the new way This is the way we do things here Internalization of new behaviour I know how we need to do our jobs differently Action to change personally Yeah, I saw the memo I understand where we need to go Awareness of desired change Understanding of change direction Commitment to the work setting Significant involvement needed Information with some involvement sufficient here

17 Addressing Team Concerns Information Concerns Why is the change being made? What is the change? Is there an implementation plan in place? Personal Concerns How will the change affect me personally? Will I win or lose? What are the future expectations? Implementation Concerns Is the effort for a future benefit? Who is managing the details? How long is implementation?

18 Addressing Team Concerns Impact Concerns Will the effort better my/our future? Is the change making a difference? What will change next? Collaboration Concerns Are the right people being impacted? Are the right people involved? How do we communication changes? Refinement Concerns How can we make the change even better? What is the plan if the change does not work? Are there new skills necessary?

19 Your ultimate challenge is often the people...find value and build influence from a different perspective.

20 Pusher Implementer Dominator Director Responder Coach Explorer Initiator Influencer Emotional Promoter Persuader Dominant Expressive Supporter Steady Relater Conductor Stable Responder Solid Analytical Sculptor Coordinator Analyzer Thorough Conscientious Doer

21 Get It Done: Dominant Common Strengths: Dominants are fast-moving, can keep a group aimed in the right direction, see new ideas, get things done fast, strong-willed, and goal-oriented. Possible Weaknesses: Dominants tend to be forceful by telling people what to do, impatient with lots of details and questions, override others ideas or feelings, may appear unfriendly.

22 Get It Done: Dominant Interaction Tips Be clear, specific, and focus on the need for results. Create conversation around possible choices or options. Support statements with details and be organized. Integrate interpersonal skills by using project examples rather than addressing feelings and emotion directly. Tension Factors Help them consider others feelings and become more patient and supportive. Avoid talking about things that are not relevant to the issues. Close loopholes, avoid we can address this later situations.

23 Get Excited: Expressive Common Strengths: Expressives are enthusiastic, talkative, outgoing and people-oriented. They have the ability to persuade other people to work together and thrive on new projects. Possible Weaknesses: Expressives tend to focus on feelings, need approval, often generalize issues, make fast decisions, have difficulty separating work from personal. Often avoid conflict because they want to like and be liked by others.

24 Get Excited: Expressive Interaction Tips Provide a warm and friendly review environment. Help them incorporate details into performance outcomes. Ask feeling questions to draw their opinions or comments. Have a system for resolving problems and conflicts to reduce avoidance tendencies. Tension Factors Don t be curt, cold, or tight-lipped. Put details in writing and discuss why they are important. Don t rush or control the conversation.

25 Get It Right: Analytical Common Strengths: Analyticals are logical, detailed, highly dependable, careful, and compliant. Decisions are made after researching and they are very persistent in their problem solving efforts. Possible Weaknesses: Analyticals may be overly critical of themselves and others. They often resist or avoid immediate change until significant research is conducted, thus may appear to others as inflexible. They have a tendency to avoid feelings.

26 Interaction Tips Get It Right: Analytical Focus on quality of results and be prepared. Stick to business. Be accurate and realistic in performance requests. Maintain a low-key discussion environment and give them time to formulate their responses. Tension Factors Help them see the value in others involvement to the overall quality of outcome. Avoid outwardly challenging their expertise; define challenge within a project.

27 Get Along: Solid Common Strengths: Solids are good listeners, seemed to be plugged in to the work environment, agreeable and cooperative. They focus on being a team player and communicate well in most situations. Possible Weaknesses: Solids tend to be neutral so not to hurt others feelings, often limit their risks and pressure by going with team consensus. They tend to avoid change and ask multiple questions before making decisions.

28 Get Along: Solid Interaction Tips Be agreeable and show interest and sincerity. Listen well and be responsive to their many questions. Elicit personal goals to help achieve desired work performance. Prepare them for change and provide feedback. Encourage them to express their feelings relating to the team. Tension Factors Be specific, don t rely upon interpretations Avoid bypassing their questions or limiting their time to ask questions. Balance high risk or high pressure topics throughout review.

29 Where Conflict Begin Objective Facts Stakeholders Expectations Timelines Plans Subjective Interpretations Feelings Behaviors Misinformation Assumptions

30 Six Communication Styles Under Stress Masking Avoiding Withdrawing SILENT PATTERNS Controlling Labeling Attacking VIOLENCE PATTERNS

31 5 C s of Change Management Be Candid: Always tell the truth. Most customer know when the truth is not told and will probably respond accordingly. Be Contextual: Provide the big picture when explaining the relevance of the change initiative. Be Constructive: Guard against counterproductive comments that work against team and patient service efforts. Be Consistent: Ensure that verbal, written, and nonverbal forms of communication are consistent from message to message, and that your actions support your messages. Be Continuous: Provide ongoing reinforcement of your commitment to the change initiative.

32 Determine what is happening from within a situation, rather than from outside

33 Challenge Key Perspectives Customer/Patient Perspective: What do your customers/patients need from your organization? Products and services available, service expectations, regulatory requirements, quality of care, service and delivery costs, increased value Operation/System Perspective: How does your organization need to operate? Systems, processes, competencies, employee skills, and productivity Growth/Innovation Perspective: How can your organization continue to serve the market? Advancements in products and services, community partnerships, service areas, industry innovations Financial/Resource Perspective: How can your organization increase value? Financial stability, lean healthcare operations, appropriate allocation of resources

34 Challenge Key Perspectives Leadership Perspective: How does leadership need to position change within the organization? Strong communications, clear direction and understanding of expectations, structured to increase value Community Perspective: How do you want the community to view your organization? Reliable community partner, provider of critical products and services, responsive to community needs Team/Individual Perspective: How do your teams and individuals need to manage change? Strong team and individual change management, solid support systems, opportunities to increase skill or competency levels, unified approach

35 Seek Functional Balance Purpose Management Product & Service Management Strategic Goals Process Management People Management Profit Management

36 Just when you think you understand the situation, the situation changes.