Surviving and Thriving During Transitions Annual Key Executive... · Surviving and Thriving During Transitions 8th Annual Key Executive Leadership Conference. May 17, 2017

Surviving and Thriving During Transitions

8th Annual Key Executive Leadership ConferenceMay 17, 2017

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3

Organizations resist change by …

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Agenda

• Tips for Leading During Times of Change

• Leadership and Trust

• Techniques for Managing During Times of Change

• Strategies for Managing Yourself During Times of Change

(c) 2017 Muse Technologies, Inc. -- All Rights Reserved

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Presentation Notes

Get rid of sub-bullets

Tips for Leading During Times of Change

Leading During Times of Change

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Transition External Outcome orientated Rapid

Internal Let go of past Takes time Psychological

Change


Presenter

Presentation Notes

What are the tips? They are out of order Reduce barriers to change (Kotter’s Model) Prepare organization for a new future

Tips for Managing Change

• Understand the meaning and impact of change

• Apply a systematic, planned approach

• Place emphasis on key enablers

7(c) 2017 Muse Technologies, Inc. -- All Rights Reserved

Understanding Change

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Source: Marasse & Maselli 2010

Denial“I’ll believe it when I see it.”

“This won’t affect me.”

Anger“How could they do this?”

“Didn’t they know this would happen months/years ago?”

Bargaining“If I were willing to do X, would the organization give me Y?”

“What if I changed a little bit?”

Depression“I don’t see how this will work.”

“There’s no place for me in this picture.”

Acceptance“I can see how this will work.”

“I can’t believe we didn't do this years ago.”


Steps to Organizational Change

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1. Increase urgency

2. Build the guiding team

3. Get the right vision

4. Communicate for buy-in

5. Empower action

6. Create short-term wins

7. Don’t let up

8. Make it stick

Implement and sustain

change

Engage and enable the organization

Create a climate for

change


Source: Kotter (1996)

Key Enablers for Creating a Climate for Change

Positive team dynamics and constructive conflictEffective communicationHigh (or sufficient) levels of trust

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"Difficulties are meant to rouse, not discourage. The human spirit is to grow strong by conflict." – William Ellery Channing


Team Dynamics

Positive Team Dynamics• Supports goals• Brings team together• Is constructive

Negative Team Dynamics• Hinders progress• Inhibits team cohesiveness• Is destructive

Team Dynamics are complex forces acting upon the team that causes it to act in a certain way


Presenter

Presentation Notes

Team Dynamics are complex forces acting upon the team that causes it to act in a certain way

• Breakdown barriers• Improve communication• Address problems• Provide resources

• Define roles and responsibilities• Reduce chaos and improve team dynamics• Assign tasks• Inject discipline

• Create a team charter• Who we are• What we do• How we do it

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Maintaining Positive Team Dynamics


Presenter

Presentation Notes

Team Leadership: How to Build and Manage Highly Effective Teams, Serena Richards Team Charter: Context – Why we exist Mission and objectives Composition and Roles Authority and Boundaries Resources and Support Operations Negotiation and Agreement

Constructive and Destructive ConflictCo

nstr

uctiv

e Co

nflic

t •Respects others

•Focuses on issues

•Finds solutionsDe

stru

ctiv

e Co

nflic

t •Insults others•Is inflexible•Does not

cooperate


CompeteI win/You lose

CollaborateI win/You win

Avoid/ExitI lose/You lose

AccommodateI lose/You win

CompromiseAppeal to Third Party

Concern for Group Goals

Conc

ern

for P

erso

nal G

oals

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Team Dynamics and Conflict Management


Be the Communicator

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Communication is the process wherein people share their thoughts

or opinions in different ways

7%

38%55%

WAYS WE COMMUNICATE

Verbal Para-verbal Non-verbal

Our Expressions and Actions

Words(What we say)

Tone(How we say it)


Presenter

Presentation Notes

It is not the strongest or the most intelligent who will survive but those who can best manage change. --Charles Darwin Ways we communicate: �Verbal – words we say Para-verbal – how we say it Non-verbal – our expressions and actions

Trust and Creating a Climate for Change

• The firm belief in the reliability, truth, ability, or strength of someone or something

• Shared risk between leaders and followers

• The evidence that what is seen or heard is true


Presenter

Presentation Notes

Will talk more about trust in next section

Engaging and Enabling the Whole Organization

• Learn from the opposition• Remove barriers to change

such as insufficient training or poor processes

• Engage the critical mass (not 100%)


Presenter

Presentation Notes

Actually 80% will do Communicating effectively

Implement and Sustain Change

• Motivate positive behaviors• Make course corrections when necessary• Create policy to guide future decision-making• Manage resistance intentionally

(c) 2017 Muse Technologies, Inc. -- All Rights Reserved18

Preparing for Resistance

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• Create a climate for change by doing change management right the first time

• Expect resistance to change and address it with plans to engage and enable the whole organization -- even the resistance leaders

• Build sustainable change by addressing the root causes of resistance

Kotter’s change management best practices

Presenter

Presentation Notes

Prosci’s change management best practices research, conducted over the last two decades: 1. Do Change Management Right the First Time Much resistance to change can be avoided if effective change management is applied on the project from the very beginning. While resistance is the normal human reaction in times of change, good change management can mitigate much of this resistance. Change management is not just a tool for managing resistance when it occurs; it is most effective as a tool for activating and engaging employees in a change. Capturing and leveraging the passion and positive emotion surrounding a change can many times prevent resistance from occurring—this is the power of utilizing structured change management from the initiation of a project. Participants in Prosci’s 2013 benchmarking study commented on the fraction of resistance they experienced from employees and managers that they felt could have been avoided with effective change management (see below). Participants cited that much of the resistance they encountered could have been avoided if they applied solid change management practices and principles. The moral here is: if you do change management right the first time, you can prevent much of the resistance from ever occurring. Consider the following change management activities: Utilize a structured change management approach from the initiation of the project Engage senior leaders as active and visible sponsors of the change Recruit the support of management, including middle managers and frontline supervisors, as advocates of the change Communicate the need for change, the impact on employees and the benefits to the employee (answering "What's in it for me?" or WIIFM) Each of these tactics, all of which are part of a structured change management approach, directly address some of the main sources of resistance and can actually prevent resistance from happening if they happen early in the project lifecycle. Frontline employees will understand the "why" behind the change and see the commitment from leaders throughout the organization. In many cases, this will prevent resistance from occurring later in the project when it can adversely impact benefit realization, project schedules and budget. 2. Expect Resistance to Change Do not be surprised by resistance! Even if the solution a project presents is a wonderful improvement to a problem that has been plaguing employees, there will still be resistance to change. Comfort with the status quo is extraordinarily powerful. Fear of moving into an unknown future state creates anxiety and stress, even if the current state is painful. Project teams and change management teams should work to address resistance and mitigate it, but they should never be surprised by it. Research on the function of the brain shows that resistance is not only a psychological reaction to change but actually a physiological reaction (see the "The Neuroscience of Leadership" by David Rock and Jeffrey Schwartz for more information). To act in a new way requires more power from the brain. The physiological reaction when presented with a new way of doing something is to revert back to what the brain already knows. Human beings can adapt their behavior, but it is a difficult and painful process—even for the brain itself. When preparing for resistance, spend time before the project launches to look at likely sources of resistance. All too often, a project team will reflect back on resistance and say, "We knew that group was going to resist the change," but nothing was done to address this upfront in the project. When the project is getting started, be proactive and specific about where resistance is likely to come from and the likely objections that drive this resistance. Then, act on this knowledge ahead of time before the resistance impacts the project. These are some likely sources of resistance for most any project: Employees who are highly invested in the current way of doing work People who created the current way of doing work that will be changed Employees who expect more work as a result of the change Those who advocated a particular alternative, say Option B, when Option A was ultimately selected People who have been very successful and rewarded in the current way of doing work These groups are likely sources of resistance and should be addressed proactively in the project lifecycle with targeted tactics for mitigating these objections. 3. Formally Manage Resistance to Change Managing resistance to change should not be solely a reactive tactic for change management practitioners. There are many proactive steps that can be used to address and mitigate resistance that should be part of the change management approach on a project. Resistance is addressed in all three phases of Prosci's 3 Phase Change Management Process: Phase 1: Preparing for change During the creation of the change management strategy, generate anticipated points of resistance and special tactics to manage them based on readiness assessments. Phase 2: Managing change The resistance management plan is one of the five change management plans you create in this phase, along with the communication plan, sponsorship roadmap, coaching plan and training plan. These change management plans all focus on moving individuals through their own change process and addressing the likely barriers for making the change successful. The resistance management plan provides specific action steps for understanding and addressing resistance. Phase 3: Reinforcing change In the final phase of the process, you collect feedback to understand employee adoption and compliance with the new workflows and processes prescribed by the change. Evaluating this feedback allows you to identify gaps and manage the resistance that may still be occurring. This phase also includes the top ten steps for dealing with resistance to change, which can be a powerful tool for managers and supervisors in the organization. Formally addressing resistance ensures that it is understood and dealt with throughout the lifecycle of the project. It moves managing resistance to change from simply a reactive mechanism to a proactive and ultimately more effective tool for mobilizing support and addressing objections. 4. Identify the Root Causes of Resistance to Change Managing resistance is ineffective when it simply focuses on the symptoms. The symptoms of resistance are observable and often overt, such as complaining, not attending key meetings, not providing requested information or resources, or simply not adopting a change to process or behavior. While they are more evident, focusing on these symptoms will not yield results. To be effective at managing resistance, you must look deeper into what is ultimately causing the resistance. Effective resistance management requires identification of the root causes of resistance—understanding why someone is resistant, not simply how that resistance is manifesting itself. Change management best practices research provides a nice starting point for understanding the root causes of resistance. Results from the 2013 benchmarking study showed some important themes in the top reasons for resistance (reaffirming the results from previous studies). When asked to identify the primary reasons employees resisted change, study participants identified the following root causes: Lack of awareness of why the change was being made Impact on current job role Organization’s past performance with change Lack of visible support and commitment from managers Fear of job loss With the knowledge of these primary root causes, change management teams can adequately prepare a compelling case for the need for change that is communicated by senior leaders in the organization. This simple activity targets the top cause for resistance (lack of awareness) and can ultimately prevent much of the resistance a project experiences. You can use additional benchmarking findings and your own experience with change in your organization to craft a list of likely root causes with activities to address and mitigate each one. The Prosci ADKAR® Model and an ADKAR assessment also enables you to home in on the root cause of resistance by identifying an employee’s barrier point and addressing that root cause. ADKAR is a powerful diagnostic tool that can be quickly and easily applied by change management teams, managers and frontline supervisors in formal assessments or in casual conversations. A final note on resistance to change: resistance is ultimately an individual phenomenon. While research and analysis can identify broadly the root causes for resistance, it is important to ultimately address resistance by individuals at the individual level. The best way to identify the root cause of resistance is through a personal conversation between a resistant employee and their supervisor, which leads us to the final tip for managing resistance. 5. Engage the "Right" Resistance Managers The "right" resistance managers in an organization are the senior leaders, middle managers and frontline supervisors. The change management team is not an effective resistance manager. Project team members, Human Resources or Organization Development specialists are not effective resistance managers either. Ultimately, it takes action by leadership in an organization to manage resistance. Senior leaders At a high level, senior leaders can help mitigate resistance by making a compelling case for the need for change and by demonstrating their commitment to a change. Employees look to and listen to senior leaders when they are deciding if a change is important, and they will judge what they hear and what they see from this group. If senior leaders are not committed to a change or waver in their support, employees will judge the change as unimportant and resist the change. Managers and Supervisors Managers and supervisors are the other key group in terms of managing resistance. They are the closest to the frontline employees who ultimately adopt a change. If they are neutral to or resistant to a change, chances are that their employees will follow suit. However, if they are openly supportive of and advocating for a particular change, these behaviors will also show up in how employees react to the change. Benchmarking data shows five key roles of managers and supervisors in times of change, and two of these roles are directly connected to managing resistance to change: demonstrating support for the change and identifying and managing resistance (read more about the five roles of managers and supervisors). Remember, though, you must address resistance from managers first before asking them to manage resistance. The change management team or resource can do much of the leg work in understanding and addressing resistance, but the face of resistance management to the organization is ultimately senior leaders, managers and supervisors. The change management resource can help to enable the "right" resistance managers by providing data about where resistance is coming from, likely root causes of resistance, potential tactics for addressing resistance and tools to identify and manage resistance, but the "right" resistance managers must take action to address objections and move employees forward in the change process.

Leadership and Trust

Poll

One word for trust

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“Trust is the glue of life. It's the most essential ingredient in effective

communication. It's the foundational principle

that holds all relationships.”

Stephen Covey

INSPIRETRUST

Great Leaders = Inspired Trust


Presenter

Presentation Notes

Managers get things done correctly when given the right amount of time, money, and resources. Leaders inspire people to believe in a vision and do the impossible or improbable.

Why is Leadership Important?

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Leadership• Clear vision• Defined priorities• Cohesive leadership team

Decision-making and structure• Clear roles and accountabilities• Structure that supports objectives

Culture• High performance values and

behaviors• Capacity to change

Work processes and systems• Superior execution of

programmaticwork processes

• Efficient support processesand systems

People• Organization and individual talent

necessary for success• Clear performance measures with

incentives aligned to objectives

Successful organizations demonstrate strength in five areas


Presenter

Presentation Notes

Edgar H. Schein’s classic Organizational Culture and Leadership I am a strong believer in the importance of corporate culture. I believe that culture is more important than codes and training programs in determining ethical performance. “Accidental” cultures . . . “misaligned cultures” . . . “toxic cultures” . . . these are the enemies of good business and good ethics. Schein organizes his study in three sections. First he defines organizational culture (and leadership). In part two he goes into great detail unpacking the “dimensions of culture.” Finally, in part three, Schein turns to the leadership role in culture building and changing. My own view of culture is very close to that of Schein although I organize it a little differently. I think of culture as having four levels: (1) physical infrastructure, (2) organizational infrastructure, (3) personnel, and (4) rituals and “informal” climate and style. Each of these aspects of the culture are already embedded with values though often unexamined and in conflict. I view the role of leadership as answering in a very proactive way these questions: what is our mission and vision in this company (and can we create a succinct, helpful statement of that actual purpose)? What are the critical core values (habits, characteristics, traits, capabilities and inclinations, assumptions) that we need to have embedded at all four levels of our culture to enable the achievement of our mission and vision with excellence? These values need to be identified, then communicated, then implemented concretely, then evaluated and measured. That’s what leaders do --- with the collegial expertise and ownership of their people.

Why is Followership Important

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Without followership there is no leadership

AlienatedFollowers

StarFollowers

PassiveFollowers

ConformistFollowers

Pragmatic Followers

Independent, Critical Thinking

Dependent, Uncritical Thinking

Source: Robert Kelley’s Followership Styles

YES!


Presenter

Presentation Notes

Followership Role held by certain individuals in an organization, team, or group Capacity of an individual to actively follow a leader Reciprocal social process of leadership Effective followers are individuals who are considered to be enthusiastic, intelligent, ambitious, and self-reliant. QUALITIES of Star Followers Self-Management. This refers to the ability to think critically, to be in control of one’s actions, and work independently. It is important that followers manage themselves well as leaders are able to delegate tasks to these individuals. Commitment: This refers to an individual being committed to the goal, vision, or cause of a group, team, or organization. This is an important quality of followers as it help keep one’s (and other member’s) morale and energy levels high. Competence: It is essential that individuals possess the skills and aptitudes necessary to complete the goal or task for the group, team, or organization. Individuals high on this quality often hold skills higher than their average co-worker (or team member). Further, these individuals continue their pursuit of knowledge by upgrading their skills through classes and seminars. Courage: Effective followers hold true to their beliefs and maintain and uphold ethical standards, even in the face of dishonest or corrupt superiors (leaders). These individuals are loyal, honest, and importantly, candid with their superiors.


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• No one will follow an untrustworthy leader

• Times of uncertainty require even more trust in leadership

• People will forgive an imperfect leader but will never follow an untrustworthy leader

“Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all

relationships.” – STEPHEN R. COVEY


Presenter

Presentation Notes

Perhaps Trust involves not only expectations about other people’s motives and intentions, but also considerations about the situation and the risks associated with acting on such expectations. Lewicki & Bunker, 1996 replace “What is trust slide”

•Be timely•Follow-up•Be responsive•Do what you say•Be consistent

Why Is Trust Important?

26Source: ABCD Blanchard Model

•Listen well•Praise others•Show interest•Ask for input•Share self

•Keep confidence•Be honest•Show respect•Be sincere•Be non-judgmental

•Get quality results•Resolve problems•Develop skills•Get experience•Use skills ABLE BELIEVABLE

DEPENDABLECONNECTED

LEAD WITH TRUST


Presenter

Presentation Notes

Blanchards model ABCD You cannot be a great leader without trust

Management Techniques

Management Tips

Use the appropriate leadership styleDevelop effective teamsDevelop other leaders


Situational Leadership Model


Hersey & Blanchard (1969)

Developing Leaders

TeamworkThe combined action of a group of people, especially when effective and efficient

• Strengthen relationships• Win championships• Strengthen loyalty

Lead LeadersInspiring people to inspire others

• Reproduce yourself• Invest in others• Change lives


Developing Good Leaders

Good Leadership

Bad Leadership


Presenter

Presentation Notes

Are you a good leader or a bad leader? Change Cold to be Green

Managing Yourself

Importance of Resiliency


Ways to Build Resilience at Work

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Cherish social support and interaction• Good relationships with family and friends and others

are vital. • Being active in the wider community also helps.

Treat problems as a learning process• Develop the habit of using challenges as opportunities

to acquire or master skills and build achievement.• We grow by learning.

Avoid making a drama out of a crisis• Stress and change are part of life. • How we interpret and respond to events has a big

impact of how stressful we find them.



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Celebrate your successes• Take time at the end of each day to review what went well and

congratulate yourself. • This trains the mind to look for success rather than dwelling on

negativity and ‘failure’.

Develop realistic life goals for guidance and a sense of purpose. • Do something each day to move towards them. • Small is beautiful; one small step amid the chaos of a busy day

will help.

Take positive action• Doing something in the face of adversity brings a sense of

control, even if it doesn’t remove the difficulty.• Be willing to act in the face of uncertainty.



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Nurture a positive view of yourself• Develop confidence in your ability to solve problems. • Trust your instincts to help to build resiliency.

Keep a realistic perspective • Place challenging or painful events in the broader context of

lifelong personal development.• Make course corrections but do not quit.

Practice optimism• Do not allow negative thinking to take over.• Make your thinking work for your benefit, rather than letting it

stymie you with doubt.


Managing Stress

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• Learn better ways to manage your time. You may get more done with less stress if you make a schedule. Think about which things are most important, and do those first.

• Find better ways to cope. Look at how you have been dealing with stress. Be honest about what works and what does not. Think about other things that might work better.

• Take good care of yourself. Get plenty of rest. Eat well. Don't smoke. Limit how much alcohol you drink.

• Try out new ways of thinking. When you find yourself starting to worry, try to stop the thoughts. Or write down your worries and work on letting go of things you cannot change. Learn to say "no."

• Speak up. Not being able to talk about your needs and concerns creates stress and can make negative feelings worse. Assertive communication can help you express how you feel in a thoughtful, tactful way.

• Ask for help. People who have a strong network of family and friends manage stress better.

Source: WebMD(c) 2017 Muse Technologies, Inc. -- All Rights Reserved

Reflections: Man/Woman in the Mirror

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“When we are no longer able to change a situation - we are challenged to change ourselves.” -- Viktor E. Frankl


PollWhat usually trips

up my organization?

39

Start Poll


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https://www.polleverywhere.com/free_text_polls/3gKDTIeVzPKxMkx

https://www.polleverywhere.com/multiple_choice_polls/ydIvVwR83qawiTm

Thriving During Change

• Understand the problem and create a plan• Refresh your knowledge on change management• Implement the change• Check progress and take actions to course correct, if needed• Communicate, communicate, and communicate• Adopt a change methodology to produce results

(c) 2017 Muse Technologies, Inc. -- All Rights Reserved40

Questions


Book Reference

What Got You HereWon’t Get You ThereHow Successful People BecomeEven More Successful!

-- Marshall Goldsmith (2007)

42

Book Reference

Trust Works!Four Keys to BuildingLasting Relationships-- Ken Blanchard (2007)

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References

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Blanchard, K., Olmstead, C., & Lawrence, M. (2013). Trust Works!: Four Keys to Building Lasting Relationships. Harper Collins.

Covey, S. (2013). The 7 habits of highly effective people. Hersey, P., Blanchard, K. H., & Johnson, D. E. (1969). Management of organizational behavior (p. 65).

Englewood Cliffs, NJ: Prentice-Hall.Hickman, R. (2010). Leading Organizations perspectives for a new era. Thousand Oaks, CA: Sage

Publications.Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more

successful. Profile books.Kotter, J. P. (1996). Leading change. Harvard Business Press.Marasse, H.& Maselli, E. (2010). Leading and managing in times of change. Public Sector Digest. Retrieved

from: https://www.centerforleadershipstudies.com/wp-content/uploads/2013/08/GLG-PSD-Leading-and-Managing-in-Times-of-Change.pdf

Schein, E. (2010). Organizational culture and leadership. (Vol.2). John Wiley & Sons.WebMD (2017). Stress Management (2017). Retrieved from: http://www.webmd.com/balance/stress-

management

Contact Us

Corporate Headquarters:4601 Presidents Drive, Suite 240Lanham, MD Phone: 240-764-5390Fax: 240-764-5387E-mail: [email protected]: www.muse-technologies.com

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Connect with Muse online:

- @MuseTechie

- MuseTechnologies

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Contracts: 8(a) sole source Subcontractor to large and small businesses (SDVOSBs) Subcontractor vehicles: CIOSP3 Small Business, GSA IT Schedule 70, MOBIS, Alliant SB, VA T4

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Documents

Surviving and Thriving During Transitions Annual Key Executive... · Surviving and Thriving During Transitions 8th Annual Key Executive Leadership Conference. May 17, 2017