The People Side of Organizational Improvement

Pam Solberg-Tapper MHSA, PCC

Executive Coach/Leadership Development

“Success in business is 15% technical ability while 85% is the ability to deal with and

impact people.”

Dale Carnegie

People and Change

• Why People Resist Change• Critical Leadership Skills for Dealing with People• Best Practices

About Change

• The natural reaction to change, even in the best circumstances, is to resist

• People go through the change process in stages• People go through these stages as individuals

Change Management: The People Side of Change: Hiatt and Creasey

SurvivalSurvival

SecuritySecurity

BelongingBelonging

ImportanceImportance

Self-actualizationSelf-actualization

“Try to honestly see things from the other person’s point of view”

Dale Carnegie Human Relations Principle

WIIFM?

“People support a process that

helps them succeed”

Leadership Training for Managers: Dale Carnegie

Why People Resist Change

• Not understanding the need for change

• Not knowing what is in it for them• Fear of unknown – job

security/loss of status• Not being consulted• Peer pressures• Non-reinforcing reward systems• Limited skills and training• Climate of mistrust

• Poor communication of what new process and expectations will be

• Politics• Not understanding difference

between change and transition• Lack of people skills of leaders• Poor timing• Perceived as temporary fad• Too much change in short time

period

The Power of Why

“People don’t buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe.”

Simon Sinek

Why Before WhatWhy?Messages about the business today (shared during the earliest stages

of the change)• The business issues or drivers that create a need for change• Competition or changes in the marketplace including customer issues• Financial issues or trends• What might happen if a change is not made (the risk of not making the

change)

What? Messages about the change (shared after people understand the

business situation and business reasons for change) 

Change versus Transition

Change• Situational• Concrete• External• Ending

Transition• Psychological• Diverse• Internal• Starts with end

“Successful change is dependent upon a successful transition”

Managing Transitions – William Bridges

It’s like being between 2 trapezes

Endings Neutral Zone New Beginnings

About Endings

The biggest mistake leaders make is the failure to think through who will have to let

go of what when change occurs

Managing Endings

• Make it clear why the ending was necessary• Identify who is losing what• Acknowledge losses openly, with empathy• Expect signs of loss• Mark endings

"Change is hard because people overestimate the value of what they have –

and underestimate the value of what they may gain by giving that up."

James Belasco and Ralph StayerFlight of the Buffalo (1994)

About the Neutral Zone

Both challenging and opportune place and is at the core of the transition process

It’s Linus when his blanket is in the dryer

“There is nothing to hang onto”

About The Neutral Zone• Anxiety and emotions rise• Motivation falls and productivity decreases• Systems are in flux• People tend to polarize• Confusion

Managing the Neutral Zone• Let people know this is natural – train them on

Transition• Develop a transition team - communicate and listen• Be clear on vision and the “why”• Provide focus• Set short term goals – avoid overambitious targets• Strengthen intra-group connections

About New Beginnings

• People make the new beginning only if they first made an ending, and spent time in the neutral zone

• Most organizations start at the beginning• Frequently on the road to getting better, things first get a

little worse

“People support a world they

help create”

Leadership Training for Managers: Dale Carnegie

Managing the New Beginning

• Picture – what does the new look like? • Transition plan• Give people a part• Ensure quick wins• Celebrate successes – rewards reinforce the new

Leading Change

To lead effectively,

you must be able to connect and

communicate your agenda to others.

Most Critical Leadership Skills for Dealing with People

Communication/listening 43%

Effective people management skills 17%

Emotional intelligence and empathy 15%

Values and integrity 8%

Vision 6%

Empowerment 6%

Ken Blanchard Companies Studies

Best Practices

What works for you when dealing with The People Side of

Organizational Improvement?

The People Side of Organizational Improvement

Pam Solberg-Tapper MHSA, PCC

Executive Coach/Leadership Development