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Thriving on Change Turning Challenge into Success

Thriving on Change Turning Challenge into Success. Presented By : Northern Employee Assistance Services. Change. The only thing we know for certain about the future is that it will bring change. Our History. From 1940 to 1990, we experienced 50 years of change.

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Thriving on Change Turning Challenge into Success

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  1. Thriving on Change Turning Challenge into Success Presented By : Northern Employee Assistance Services

  2. Change The only thing we know for certain about the future is that it will bring change.

  3. Our History • From 1940 to 1990, we experienced 50 years of change. • From 1990 to 2000, we experienced 50 years of change. • From 2000 – 2005, we will experience another 50 years of change!!!! In the last 10-15 years you have actually lived through 100-150 years of change!!

  4. Three Reactions to Change • Reactive • Passive • Proactive

  5. The Circle of Change • Change is a reality for every living thing. • Being a problem solver means more change. • The continuous circle of change can not be ignored.

  6. Circle of Change Present Change Solution Problem

  7. Preparing for Change • Why is change needed? • Exactly what do you want the end result to be? • What is going to change? • How do we position the change as positive? • Where are we most vulnerable? • What are the key success factors in making this work?

  8. Organizations don’t change: people do!

  9. Five Components of Change • Strategy • Roles and responsibilities • Systems and technology • Training • Common values

  10. Change: It’s Not All Bad Change can present excellent opportunities…or serious challenges!

  11. Steps to Change • Describe the change What triggered it? What is it’s exact nature? How does the change effect you? Who is responsible for implementation? What monitoring will be done?

  12. Recognize the Source of Implementation • Boss or management-imposed • System-imposed • Customer-imposed • Self-imposed

  13. Key Conditions that Demand Change • Technology • Prosperity pockets • Competition • Human capital • Individual responsibility

  14. Five Steps to Conquer Change • Resistance • Uncertainty • Assimilation • Transference • Integration

  15. Step One • Denial • Passive resistance • Active resistance

  16. Step Two:Uncertainty • Will it work? • Will it leave us behind? • Making sure the change will include us. • Look for ways it can be used to our advantage. • Lots of questions, few answers.

  17. Step Three: Assimilation • Slowly begin to try it. • Confidence builds with familiarity. • We use the change to our advantage.

  18. Step Four:Transference • Slowly the new process replaces the old. • As the replacement continues we begin to appreciate the process. • We realize it’s better than the old way.

  19. Step Five: Integration • Finally accept the change. • Wonder what we ever did without it. • Feel in control again. • Change has become part of our routine.

  20. What Keeps Us Going? • Challenge • Personal Satisfaction • Rewards • Fear

  21. One of the changes that incite the most fear in people is the change in the underlying attitudes of an organization.

  22. Ask yourself the following: • Can I do this? • Am I the one to do this? • Should my job be redefined? • Is retraining/education available? • Is it worth doing? • Do we have time? • What is the bottom line impact?

  23. One of the chief causes of workplace stress is responsibility without authority.

  24. More accountability Greater need for leadership Greater emphasis on teamwork Intense involvement with people Greater ambiguity concerning authority Increased involvement of the whole person Greater emphasis on individuality More stress 9) Continual learning Realities of Organizational Change

  25. People should expect to • Receive affirmation of their strengths & skills • Receive encouragement for their struggles • Receive rewards for positive contributions

  26. In turn they should: • Provide clear leadership where needed • Offer information & advise on subjects in which they have knowledge & expertise • Contribute their own vision & ideas to the organization • Encourage & train those who need assistance

  27. The New Managers • People from top are walking around talking to people of all levels • People at the bottom feel safe talking to people of all levels of management & passing on information and ideas • Middle managers as as information conduits to all levels

  28. . • People on all levels feel free to approach and deal with problems involvingcustomer service. • Have spending authority over reasonable amounts that reflect the scope of their responsibilities

  29. More Accountability • Meet preset goals • Meet performance standards • Be proactive in meeting goals & standards

  30. Each person in today’s organization is: • Accountable to the team • Accountable to management • Accountable to self

  31. Leaders of today must • Challenge people with a clearly defined vision • Motivate people with internal rewards • Communicate with information and feedback • Listen carefully and constantly

  32. Greater Emphasis on Teamwork • Members are: • Accountable to one another • Self managing • Task oriented

  33. To be effective • Meet once a week • Work in teams of no more than 15 • Develop their own goals & performance indicators

  34. The Fear Driven Employee • Sees change as: • An economic threat – loss of job • A psychological threat – loss of security • A social threat – loss of power or authority

  35. Fear Causes • This fear causes them to depend on leadership • They want others to tell them what, how, when, & why to do it.

  36. This translates to: • Lack of initiative • Apathy • Passivity • They become “yes men” • Sometimes passive aggressive waste valuable time covering themselves, document to justify existence, eventually burnout

  37. Managing a Fear Driven Employee • Keep them informed • Establish short term goals • Measurable baby steps targets for completion • Be sensitive to high needs for reassurance • Insure they feel part of the team 6) Publicly and privately praise them

  38. The Productive Person • Works from a base of security in their abilities • Uses change to increase own productivity • Trusts leadership • Knows they are part of the team • Believes their contribution matters

  39. They work best when: • Challenged and motivated to go beyond abilities & outside their comfort zones • Change provides the stimulation that keeps them at their jobs

  40. Entitlement Driven Employees • Feel they are entitled to good pay, reasonable job security, stability & routine regardless of their job performance • They put in “face” time, their face is present but their brain & body are not participating in productivity • Main goal is status quo – any changes are suspect • First to resist change

  41. Level of complacency is high • Impact on organization can be devastating in lowered productivity & morale • Play it by the book • Conformity is a protective shell

  42. Entitlement Driven Employees avoid: • Assessment – don’t want to set goals let alone measure them. • Measure their work against others meeting standards set by supervisors • Engaging in any kind of performance appraisal

  43. How to Manage Entitlement Driven Persons • Give specific meaningful tasks • Build in opportunity for success – Let them know why their work is important • Keep individual accountable for performance • State specific goals & expectations • Train to ensure full understanding

  44. Accept no excuses • Conduct regular evaluations • Give almost instant feedback to increase motivation • Ask for feedback on your assistance • Reward effort, skill development & progress

  45. They can change, circumvent, reinvent and avoid rules and regulations if it means getting the job done. In other words they are empowered with the authority to meet their goals.

  46. Greater Emphasis on Individuality • Work-sharing programs • Flexible scheduling • Individual & team goals • Training & retraining programs • Opportunity for lateral movement

  47. Whole Person Involvement • Individuals are asked to make a commitment to the organization through: • Voluntary overtime to finish task • Participation on special task forces or teams • Voluntary education in areas relating to job

  48. Reality = More Stress • Increased frustration • Increased Uncertainty • Increased Doubt

  49. Continual Training • There is always something new to be learned • What you learned yesterday may be out of date • Only continual learning will keep you in the game • Lifelong learning must become a daily habit

  50. Tips for Aspiring Change Agents • Be open to imput • Network! • Actively involve senior management at every juncture • Document • Learn & share • Have no fear • Know the business before changing anything • Laugh a lot 9) Finish what you start

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