Move Through Changing Times IRS Human Capital Office CPE New Orleans, LA July, 2008 R. Anne Hull Hull Strategies, LLC Hull Strategies, LLC 2008 1
Are you facing another new system? A new manager or coworkers? Or another change in the way you work? It seems these changes are either too slow in coming or happen too fast for you. Have you noticed that some people are more at ease and confident in dealing with ambiguous situations? In this interactive session we will: Learn the phases we navigate through most changes Identify what concerns you most about certain changes in your work or life Explore three attributes that enable us to thrive with ongoing change Walk away with some tools to help yourself and others successfully cope with change Hull Strategies, LLC 2008 2
Presenter: R. Anne Hull, President, Hull Strategies, LLC www.hullstrategies.com Timing is Everything Organizations are People and Practices It begins with a conversation... Hull Strategies, LLC provides leadership and assists organizations in planning and implementing organizational changes. Ms. Hull also designs and delivers customized training and OD initiatives in: Career Development for Organizations and Individuals Performance Management Change Management Management Development Instructional Design & Delivery and many skill development topics Anne has a Masters of Education in Counseling, specializing in Career Development. Her BFA is from Southern Methodist University and she also holds the Organization Development Certificate from Georgetown University. She has served as adjunct faculty for Marymount University and as guest lecturer for Johns Hopkins University and University College, University of Maryland. Federal Clients include US Treasury, GSA, EPA, FEMA Hull Strategies, LLC 2008 3
Changes in our Work Re-organization New systems/processes New assignment Different Customer Loss of co-workers, boss, employee New boss, employee, co-worker Hull Strategies, LLC 2008 4
Changes in our Lives New or loss of family member Health / Care-giver for other Change in schedule / commute Start or finish education Move household / family Financial / Lifestyle Hull Strategies, LLC 2008 5
This life is a test; it is only a test. If it were a real life, you would receive instructions on where to go and what to do Hull Strategies, LLC 2008 6
Drivers of Change Demographics Business & Economics Society Environment Politics & Government Internal Issues Technology Hull Strategies, LLC 2008 7
What s Your Big Picture? 1. With a partner, discuss what is driving your change. Talk about the impact it has on you. 2. Identify 1-2 drivers that are the same for both of you. 3 minutes What difference does looking at these drivers make to you? Hull Strategies, LLC 2008 8
Move Through Changing Times Ask, don t Assume Look for ways to Improve Processes Build and Re-Build Relationships Let go of old ways Speak up with facts Revive existing resources Hull Strategies, LLC 2008 9
No matter how well planned Change is not trouble-free Hull Strategies, LLC 2008 10
How Can We? instead of Why We Can t C H L AL N EG E Hull Strategies, LLC 2008 11
Fluency with Change: The ability to be at ease or have a sense of confidence in dealing with ambiguous situations Hull Strategies, LLC 2008 12
7 Dynamics of Change 1. Discomfort 2. Loss 3. Alone 4. Threshold 5. Readiness 6. Scarcity 7. Rebound Hull Strategies, LLC 2008 13
Ending Middle Beginning Time Hull Strategies, LLC 2008 14
Reality Hull Strategies, LLC 2008 15
Fluency with Change: Manage myself instead of trying to manage the uncertainty Hull Strategies, LLC 2008 16
Change is the New Normal Hull Strategies, LLC 2008 17
Losses or Gains Turf Meaning Attachment Control Structure Assumed Control Future Hull Strategies, LLC 2008 18
Deal with the loss before you try to move on to the new beginning Hull Strategies, LLC 2008 19
Ask yourself 3 questions: 1.What will remain the same? 2.What will change? 3.What am I afraid of losing (or gaining)? Hull Strategies, LLC 2008 20
Build yourself a temporary "bridge" between the old and the new Hull Strategies, LLC 2008 21
Building Bridges On index card, write one-word that describes your change 1 obstacle in dealing with your change Write your first name in right top corner 1.Pass cards around your group for others to write bridging solutions on the back Continue passing the cards and writing solutions When time called return card to owner Hull Strategies, LLC 2008 22
Thrival Attributes Confidence Relationships Willingness Hull Strategies, LLC 2008 23
Discuss In Groups: What 3 actions help to 1. Build confidence to learn new ways of doing things? 2. Build new working relationships with customers? 3. Build new working relationships with co-workers? 4. Build new working relationships with boss/staff? 5. Helps us be willing to let go? 6. Helps us be willing to try something new? Hull Strategies, LLC 2008 24
Purpose Be clear on the overall outcome Put it in context of your own purpose Hull Strategies, LLC 2008 25
Paint a picture Hull Strategies, LLC 2008 26
Lay out a step-by-step plan Hull Strategies, LLC 2008 27
Recognize or create your own part to play Hull Strategies, LLC 2008 28
Discuss: I will manage my Change by (Handout Page 7, Question 5) Hull Strategies, LLC 2008 29
Let Nothing Break Your Spirit Hull Strategies, LLC 2008 30
Resources The Change Leaders Roadmap and Beyond Change Management, Linder Ackerman Anderson and Dean Anderson, BeingFirst, Inc, www.beingfirst.com Leading Change, by John P. Kotter, Harvard Business Press, 1996. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the organization's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. Managing at the Speed of Change, by Darryl Connor, OD Resources, 1992 (Now Darryl Conner Associates). Conner describes the patterns of change, his unique principles of resilience, and the imperative that the change process be actively led by managers. This is a useful guide to managing change, especially for stressed-out managers. Managing Transitions Making the Most of Change, by William Bridges, William Bridges and Associates, 2003. The Satir Model: Family Therapy and Beyond, by Satir, Virginia, et. Al, Science and Behavior Books, 1991. A pioneering family therapist, Satir created a change model to help families process change. Her model fits high technology organizations equally well. New Work Habits for a Radically Changing World, Price Pritchett, 2008, www.pricepritchett.com The Resilience Factor, by Drs. Reich and Shatte, Broadway Books, 2002. The seven skills help us evaluate the accuracy of our thinking (not just positive thinking) and its impact on our emotions and behavior. Hull Strategies, LLC 2008 31