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Everyone goes through a personal transition when their organization does – it’s normal. How you manage what you think, how you feel and what you do and say will determine your level of success when you do.
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LEADING THROUGHCONTINUAL CHANGEPhil Buckley
Being Your Best in Times of Ambiguity and ChangePhil Buckley
HOW TO BE YOUR BEST
• Assess your strengths
• Build your confidence
• Avoid change fatigue
• Face the unknown
•Pace of change is no longer newsworthy•Not changing is falling behind•Ability to manage change is a core
organizational skill
MANAGE HOW YOU EXPERIENCE CHANGE
Think
Feel
Act
Assessing Your STRENGTHS
CHANGE CAPABILITIES
Helpful in periods of change:
• Perspective• Priority setting• Action orientation• Planning• Focus• Personal learning• Communication• Interpersonal skills• Empathy
TO ASSESS YOUR STRENGTHS
• Review the roles you played in periods of change
• Read past performance reviews
• Speak with your network connections
Building Your CONFIDENCE
CONFIDENCE DURING CHANGE
• Confidence is required to personally lead change well
• Confidence is the product of knowing what to do next. – Dan Rockwell
• Confidence is tested the most when you can’t answer questions based on your experience
TO BUILD YOUR CONFIDENCE
• Understand the change• Know the questions to ask• Build new relationships• Be a participant - volunteer
Avoiding CHANGE FATIGUE
Which question do you think is the most important? Why?• Stay focused on being your best• Stay true to what is important to you• Pace yourself• Assume positive intent• Avoid negativity, rumours and speculation• Help others with their transitions
TO AVOID CHANGE FATIGUE
Dealing with the UNKNOWN
WHEN FACED WITH THE UNKNOWN, ASK…
Why is this important?
(Context)
What do I need to know?(Facts and Data)
What works and doesn’t work?
(Practical Tips)
What experience can I learn from?
(Stories)