Surviving & Thriving During Times of Great Change Presenter Martha N. Bryan
What is Driving All This Change? • T.I.P. • T. Technology (doubles every 2 years) • I. Information (doubles every 5 years) • P. People (they drive the process) • Employees are driving technology / information. • Customer demands are getting higher & higher.
Some Guarantees • Change Is NotGoing To . . . • # 1. . . Get Easier! • # 2. . . Slow Down! • # 3. . . Go Away! • # 4. . . Be Trouble-Free! • ButYouare Responsible For • Dealing With The Change! "The future is coming so fast, we can't possibly predict it; we can only learn to respond quickly.” ~ Steven Kerr
Change! Change! Change! * * * * * * * * * * * * * * * * * * * * * * * * * * * Those Who Get Stuck In Change
Those Who Get Stuck In Change . . . It Shows • Feeling trapped in situation • Passively letting others control them / situation • Struggles with interpersonal relations • Conforms to unrealistic demands / pressures from others • Withdrawing physically or psychologically / suffers in silence • Passively watching television, reading, over sleeping • Sees work as distasteful, dull, unpleasant and unrewarding • Preoccupied with disappointments and people who • "did them in" “ Sometimes our fate resembles a fruit tree in winter. Who would think that those branches would turn green again and blossom, but we hope it, we know it.” ~ Goethe
They . . . • Have a dream and a plan. • Are willing to work hard. • Don’t take no for an answer. • Are self-reliant. • Take responsibility for their actions. • Look for solutions to problems and makes decisions. • Have the courage to admit mistakes. • Have specific knowledge, skills, training, and talent. • Work with and cooperate with other people. • Are enthusiastic. • Never give up. Habits of People Who Will Survive & ThriveDuring Times of Great Change
The Dynamics of Change "People are always blaming their circumstances. The people who get on in this world are the people who get up and look for the circumstances they want. If they don't find them, they make them.“ ~ George Bernard Shaw A Sense of Loss Uncertainty Ambiguity Trust Deteriorates Withdrawal Self-Preservation “How come nothing is like it was until it’s gone?” ~ Will Mastin
How We Label Change Determines How Quickly We Bounce Back. “We either make ourselves miserable or we make ourselves strong. The amount of work is the same.” ~ Carlos Castaneda, Anthropologist & Author
Language Used To Describe Change Unresilient (Negative) Words Frustrating Catastrophe "It'll Never Work" More Work Setback Misfortune Trouble Failure Fear Ruin Disaster Fate Decreased Job Security “A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.” ~ Hugh Downs
Language Used to Describe Change Resilient (Positive) Words ExcitingChallenging Growth Opportunity New Skills Job Enrichment Bounce Back Learning Experience New Opportunity Increased Job Security “You gain strength, experience, and confidence by every experience where you really stop to look fear in the face.” ~ Eleanor Roosevelt
Characteristics of Change • People • . . . will be ill at ease / awkward during change. • . . . will feel alone during change. • . . . will think first of what they have to give up. • . . . will be concerned if not enough resources. • . . . can handle only so much change. • And, If the pressure is removed, people revert back to old ways.
Organization Individual Attitude Knowledge Time & Difficulty -- High C H A N G E Low -- Time & Difficulty
Key Concerns During the Stages of Change Present State Desired State Letting Go Of Old Accepting, Adopting, Ways Of Doing Things Executing Alternative Ways Of Doing Things Transition State Moving Through Transition
Can I Handle Change? • Do I accept change willingly? • How eager am I to take risk and face change? • What changes have I experienced in the last year? • What have I learned from these changes? • Am I able to keep my perspective during change? “It’s not so much that we’re afraid of change, or so in love with the old ways, but it’s the place in between that we fear… it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”
Enhancing Your Ability to Thrive on Change -- Don't fight it (defend values and ethics) -- You don't have to like it -- Be willing to let go of the past -- Have a sense of humor -- Expect to succeed -- Build a personal coping strategy “Change is always tough. Something familiar is destroyed. Something unknown comes along. The greatest opportunities arise at times of greatest change. Tough times require us to lose our heads enough to free ourselves from trying to simply stay on top of change. We must aggressively step into the unknown or risk the certainty of being destroyed by the status quo.”
To Thrive On Change. . . Circle of Circle of Influence Concern Stay In That “Circle of Influence”
You Have More Control. . . Than You May Think • What you do with most of your free time • How much energy you exert on each task • Your thoughts and imagination • Your attitude • Your tongue • Who you choose as role models • Your commitment • Causes which you give your time and ideas • Your memberships • How you play your cards • Your concerns and worries • Your response to difficult people and times
During Times Of Great Change . . . . . . . . . . . . . . . . . . . . . . . . . Don’t Let Negativity Get To You
Negativity “Bad Attitudes” . . . • Where Do They Come From? Boss Family Individual Organization Culture Society
Do These Negative Workplace Issues Sound Familiar? • A lack of trust is keeping morale low. • Employees make preventable mistakes because they don’t care. • No one seems to have fun at work anymore. • Employees spend too much time complaining and griping. • The rumor mill is out of control. • Employees talk badly about management and others • Workplace absenteeism is increasing. • Back-stabbing / biting are creating an adversarial environment. • People stop talking when the manager comes in.
Negativity . . . is the result of unbridled and uncheckedpessimism. An Optimistic Attitude Brings Hopefulness. A Pessimistic Attitude Brings Helplessness. “People aren’t disturbed by things, but by the views they take of them.” ~ Epictetus
Thoughts Beliefs How “Bad Attitudes” Get Started Attitudes! Interpretations Perceptions
How Bad Attitudes Gets Started Beliefs . . . What we hold to be true Perceptions . . . Our impression of people and events Interpretations. . . How we give meaning to a situation “Everything can be taken from a person but one thing; the last of the human freedoms -- to choose one’s attitude in any given set of circumstances, to choose one’s own way.” ~ Victor Frankel, Auschwitz Prisoner Author Man’s Search for Meaning
How Negativity Travels . . . The Catalysts Contagious Mood Non-Productive Communication Behaviors Conflicting Views
The Effects Of Negative Thoughts & Feelings Include . . . drains your energy. blocks positive thought and creative thought. causes stress and worry. causes anger and illness. reduces productivity. prolongs painful situations. affects the way you listen to others. affects the way you communicate with others. affects the way you deal with others. takes the fun out of your life. They . . .
Attitude . . . How we choose to think. Feeling . . . What we get for thinking the way we do. • We Know . . . • We choose our thoughts. • Thoughts create reality. • Reality determines behavior. • Behavior leads to results. • We’ve Learned . . . . . . . Life • Is A • Choice!
How To Overcome Negativity? Learn to Interpret . . . Events & People Optimistically.
Developing a Winning Attitude • Recognize your insecurities and take action to correct. • Control self-talk. • Don’t think about what you don’t have. • Identify successes and focus on your talents. • Offer name first in every conversation. • Don't underestimate your intelligence or overestimate others. • Practice speaking up every chance you get. • Become an expert in your profession. • Be thankful. Start a victory wall and file. • (Continued)
Developing a Winning Attitude(Continued) • Graciously accept compliments. • Help others to build confidence in themselves. • Maintain good body posture and walk faster. • Work to improve assertion skills. • Maintain good eye contact. • Be positive even when you don’t feel like it. • Make smiling a habit. • Strive for excellence and not perfection.
Eliminating Workplace Negativity . . . What The Individual Can Do
Self-Reflection • You Must Constantly Ask Yourself . . . • Who am I around? • What are they doing to me? • What do they have me reading? • What do they me saying? • Where do they have me going? • What do they have me thinking? • And most important, what do they have me becoming? • Do • Then Ask Yourself The Big Question: Is That Okay? • ~ Jim Rohn
Quick Fixes For Overcoming Negativity • Set a time limit for negativity. • Focus on the big picture. • Set ground rules. • Look at quality criticism as a plus. • Use flip side thinking. • Stop the thought! – “Caught it and rethought it.” • Use a rubber band to snap away the negativity. • Use the win-win approach to resolve problems. • Surround yourself with optimistic people. • Be your own best friend - control internal dialogue. • Play your winners - your strengths. • (continued)
Quick Fixes For Overcoming Negativity (Continued) • Develop new skills. • Do something to help others. • Alter, Avoid, Accept. • Reward yourself for being positive. • Lock in the negativity at work and / or at home. • Recognize the negativity trigger points. • Take a time-out. • Provide an attitude checkup. • Encourage laughter. • Use a recorder. • Keep thoughts in the present. • (Continued)
Quick Fixes For Overcoming Negativity (Continued) • Keep future focused. • Have a favorite saying. • Avoid “neg-attacks”. • Shift focuses to the positive. • Practice forgiveness. • Ask yourself “What is the best / worst . . . ?” • Determine the source and avoid it. • Change your physiology. • Eliminate any benefit you might receive. • View every challenge as an opportunity. • Realize - You can only do what you can do. “A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.”~ Hugh Downs
“Bad attitudes have become mainstream. Irreverence, criticism, and disrespect are at the forefront of our humor, entertainment, media, political discourse, and everyday conversation. These personal attacks and ‘character assassinations’ occur so often, they are no longer shocking or noteworthy. We have become desensitized to such attacks. We do not just disagree with someone’s ideas and actions, we attack their intelligence, ethics, and morals. Managers have moved from guideposts to whipping posts and frequently bear the brunt of employees’ personal feelings of insecurity and inadequacy, outside problems that filter into the workplace, employees’ lack of personal preparation and failure to position themselves for tomorrow’s workplace opportunities as well as stalled careers.” ~ Harry Chambers, Author The Bad Attitude Survival Guide
Managing At The Speed of Change!
What Did You Notice During Change? • You felt less comfortable & confident at first. • You had to work harder and concentrate more. • You had to quickly ascend the learning curve. • Noticed a little voice saying • “Now why do I have to do it this way?” • Quantity of output decreased. • Visible quality of output worsened. • More Change, Less Productivity . . . At First
Change & Productivity Time Needed For Change Productivity Higher Productivity Levels Current Productivity Productivity Declines
Stages of Change Transition State Future State Present State
Step-By-Step . . . Implementing Change Step 1: Determining Need For Change Step 2: Preparing Tentative Plan Step 3: Analyzing Probable Reactions Step 4: Making Final Decisions Step 5: Establishing Timetable Step 6: Implementing The Change “Every change looks like failure in the middle.” ~ Rosebeth Moss Kanter, Author The Change Master
Change Implementers Start With These Questions . . . Why are we doing this? Why now? What if we don't do this now? What is our destination? Precisely how will we get there? What's in it for our people? How will the gains outweigh the losses? How will we bring our people along with us? How will we consolidate the changes? In the midst of winter, I finally learned that there was an invincible summer.” ~ Albert Camus
Helping People Through Change • Take personal interest in each employee‘s development. • Communicate clear expectations and benefits. • Let staff decide how the job is done. • Provide staff with tools to do the job. • Remove obstacles. • Provide effective coaching • Encourage calculated risk taking • Use performance appraisals as learning tools • Revamp reward & recognition systems • Revamp compensation systems
1. Involvement 2. New Information 3. New Ideas 4. New Experiences • Helping People • Through
During Change . . . Employees Want Answers •What is going to happen and why? • What is their responsibility? • Impact it will have on them? Communicating the Change •Seek first to understand. •Express thoughts & feelings clearly. •Postpone evaluation. •Be willing to change. •Be willing to confront. •Think win – win.
Communicating Change Convey that you . . . . . . Are personally committed to the change. . . . Recognize change will negatively impact some. . . . Are open to discussing feelings about change. . . . Are confident that the "team" will succeed. . . . Want input to make change work. "To Change Your Life . . . Start Immediately -- Do it Flamboyantly -- No Exceptions -- No Excuses." ~ William James ~
Expect Resistance . . . How to Overcome --Begin with the end in mind. --Define the vision clearly. --Involve others early. --Identify and work with change resisters. --Set measurable objectives from the outset. --Design for early success stories. --Realize that change will never cease.
Surviving & Thriving During Times of Change Takes Controlling Stress!!!!!!!!!!
Stress is . . . • 1. Our internal response to the outside world. • 2. Our inability to deal openly and honestly with self and others. • 3. Stress is the feeling you experience when you perceive a gap between what you want and what you have. • Stressoriginates . . . not out there, • But . . . Only in our mind.
10 10 10 10 10 10 Inability to Manage Time . . . . . . . . The Cause ________
Balanced Life Wheel