IPP Refreshing Management Skills Aaron DeBolt and Debra Howell

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Presentation transcript:

IPP Refreshing Management Skills Aaron DeBolt and Debra Howell Managing Change IPP Refreshing Management Skills Aaron DeBolt and Debra Howell

Objectives At the end of this session, you will be able to: Recognize your own and staff’s responses to change Managing Self Managing Others Managing Changes Learn / be reminded of tools to lead through change Develop strategies and commit to supporting each other through change

HDCLP/Turning Point Responses to Change Charger Bystander Victim Critic N a v i g t o r HDCLP/Turning Point Responses to Change Victim: Resists change Feels angry or depressed Reverts to old ways of doing things Critic: Looks for reasons why change will not be a success Fails to see any positive outcome from the change Bystander: Acts reluctant to get involved Waits for others to take the lead Charger: Leaps before looking; pushes others too hard Does not listen to others Navigator: Looks for ways to reduce negative reactions Explores reasons for change Finds ways to be useful in change Looks for opportunities to improve Forms positive and supportive relationships with those affected by the change Have months taped to the end of each row – have people move to the row of their birth month. Show this slide to remind them of the responses to change and ask if anyone had one of those responses when asked to move.

Managing Yourself

In HDCLP and Turning Point, to get unstuck, we use the QBQ – change the WHY to a WHAT OR HOW HANDOUT – walkthrough the exercise

Questions have more power than answers, both in thinking and communicating. Personal accountability

Managing Others

Wheel of life Health and Fitness Work / Career Fun and Recreation Spiritual and Ethical Finances Personal Growth Social and Cultural

Example wheel Health and Fitness Work/ Career Fun and Recreation Finances Work/ Career Fun and Recreation Personal Growth Social and Cultural Spiritual Ethical Health and Fitness Family and Home

So what? We each bring our whole self to work How bumpy of a ride would it be if it were a real wheel? You don’t know how out of balance someone is The one minor change that happens at work (turkey vs ham sandwich), could be the thing that throws me over edge. What happens when you get a flat tire?

Helping others DENIAL COMMITMENT RESISTANCE EXPLORATION Manage yourself Communicate vision Communicate rationale Focus on short-term wins COMMITMENT Link institution success to individual commitment Recognize individual and group progress Celebrate success RESISTANCE Opportunities to talk Listen “Allow” negative feelings Model the behavior you want Consider organizational roadblocks EXPLORATION Provide direction and specific assignments Coach new skills Help others own their situation Incorporate new behaviors into goals Kotter: Leading Change Talk about mission and vision of IPP

Managing changes Structural, cost cutting, process, cultural Ask question: what’s changing at the university and within IPP? Lots of leadership changes; including waiting for a new president Budget still a factor IT always changing – new systems Structural, cost cutting, process, cultural

Navigating change is no longer a transition skill; it has become a LIFE SKILL Our university and the world is at a time of unprecedented change and TRANSFORMATION

Change management v s. transformational leadership Transformational efforts can be successful for a while, but often fail after short-term results become erratic All highly successful transformative efforts combine effective leadership and effective management and short-term and long-term results are achieved Transformation efforts go nowhere Short-term results are possible, especially through cost-cutting; but real transformation has trouble getting started and major, long-term change is rarely achieved. Kotter: Leading Change Leadership Management

Common myths in times of transformation Myth 1 – This will go away Myth 2 – It will help if I get upset Myth 3 – This is a bad thing for my career Myth 4 – I can just keep on doing my job like I have been Myth 5 – Senior management knows a lot more than they are telling us Myth 6 – Management doesn’t care about us Myth 7 – I’m not in a position to make a difference Myth 8 – Management is responsible to make changes Myth 9 – The changes aren’t really necessary Myth 10 – University/IPP transformation means: layoffs, centralization, transferring resources

Setting each other up for success Small group work: One group works on “mythbusting techniques and communication” One group works on “strategies to deal with victim, critic, bystander, and charger modes” One group works on “how do we maximize the involvement of those who are navigators?” One group works on “how to deal with resistance” One group works on “what we need to pay attention to with respect to leading staff through change/transformation”

Remember that we are a values-based organization Truth Respect Excellence Teamwork Integrity BE AN EFFECTIVE CHANGE AGENT – Recognize your staff’s responses to change and then navigate your team through change successfully. Your attitude will help dictate how staff members navigate through the change. Be a conduit for information. If at first you don’t succeed, try again and be persistent. Practice values based leadership. and our values provide us with a foundation for leading change.

Leading Change QUESTIONS?