Managing Change and Coaching Contra Costa Leadership Academy June 21, 2018 Eileen Beaudry eileenbeaudry@gmail.com

Agenda for Today Welcome Debrief Academy’s First Presentation to the PMA Dry Run Non Public Safety Mutual Aid Change Management LUNCH Dry Run Animal Services Case Study – Change Management, Fremont Team Meetings

Three Reactors for Today What resonated with me? What resonates with me?

Debrief First PMA Presentation City of Hercules, Encroachment Options Debrief Questions: a. What went well? b. Tips

Team Project Run Through Volunteer Timekeeper 20 Minute Presentation

Team Project Run Through Mutual Aid Non-Emergency Staff Presentation (15-20 minutes) Content Questions (5 minutes) Emerging Leaders Executive Sponsors Presentation Suggestions (5 minutes) Executive Sponsor

10 Minute Break

Shaping Change A current challenging change Simon Sinek – Start with the Why The Change Curve YOU and Change Kotter’s Model What Leaders Can Do

Start with the Why Simon Sinek

Shaping Change Ongoing – Continuous Change Initiative The new normal Accelerating “…as soon as we fill these positions, hire new manager…etc.” Change Initiative Large initiative Department-wide Organizational wide Beginning and Conclusion, not end

Your Experience “What specific Transition/Change is challenging for me as leader or team member right now?” “What is the goal of the Change?”

Everything you Know about Change Management is Wrong What resonated with you from this article? Emotional Non-linear Cannot be forced

large change initiatives at work? How do you feel about large change initiatives at work? 1 2 3 4 5 Resist Reluctant Accept & Wait Good! Faster!

10 Minute Break

Five Mistakes Employees Make When Challenging the Status Quo We fail to prioritize, give too many ideas, and don’t implement We go solo We flunk the pitch meeting We give up too soon We fail to recognize our own burn-out

John Kotter CM Model

Eileen’s Change Management Story Citywide 26 Departments 3 year initiative Urgency Team from CMO Dept. Teams + Budget Office Core Services Performance Measures Budget Document

FEEDBACK ON EILEEN’S CASE STUDY What Went Well? What Did Not Go So Well? What Are Your Take-Aways That You Will Implement In Your Initiatives?

John Kotter CM Model

My Talents and Shaping Change 1. What area of the change process energizes you? Interests you? 2. Where are your natural talents most useful?

How can I support others through Change? 26

What do Extraverts and Introverts Want During Change? Extraversion Introversion Frequent Communication Time to talk about what is going on Involvement, something to do -- Action Time alone to reflect Well-thought-out written communication from leadership Time to assimilate changes before action

Guardians – SJ Duty Seekers Judging Sensing A clear and concise plan for action Defined outcomes and goals Completion, get the changes in place No more surprises! Real Data – why is change needed? Specifics and details about the changes Connections to the past Clear guidelines on roles, responsibilities – or let them design them 28

Rationals – NT Knowledge Seekers Intuitive Thinking The logic behind changes Demonstration that leadership is competent What are the goals, structure? Clarity in decision- making & planning Fairness and Equity The overall rationale— the big picture A general plan that they can play around with Pictures of the future Participate in designing the future 29

Idealists – NF Ideal Seekers Feeling Intuitive Recognition of the impacts on people Demonstration that Leadership cares How will people’s needs be dealt with? Inclusion Appreciation/Support The overall rationale— the big picture A general plan they can play around with Pictures of the future Opportunities to design the future 30

Artisans – SP Action Seekers Sensing Perceiving Real Data – why is change occurring or needed? Specifics and details about the changes Connections to the past Clear guidelines on roles, expectations, responsibilities – or let them design them An open-ended approach with room for changes General parameters of the action plan Room to adjust as they go Loosen up, don’t panic, trust the process 31

2. What did you re-learn about Reflection Questions 1. What did you glean from these last Myers-Briggs slides? 2. What did you re-learn about how to address a diverse audience about change? As leaders we need to know how do this.

Shaping Change

Key Points Start with yourself – maximize your strengths and bring in others that complement you Engage partners and early adopters Change is emotional – acknowledge & allow Communicate inclusively and till you are tired of it

45 min. lunch + relax

Team Project Run Through Volunteer Timekeeper 20 Minute Presentation

Team Project Run Through Animal Services Presentation (15-20 minutes) Content Questions (5 minutes) Emerging Leaders Executive Sponsors Presentation Suggestions (5 minutes) Executive Sponsor

Career Journey and Case Study Managing Change Karena McGee Shackelford Deputy City Manager, Fremont, CA

Case Study Questions + Feedback Karena McGee Shackelford Any Questions? What Went Well? What Went Not as Well?

My Take-Aways + Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?

Graduation! 2pm Next Session – July18th, 2018 Perspectives from two graduates Presentation of certificates & photo Comment from each graduate (“one key learning or take-away”) Group photo Refreshments & networking

Homework for July 19, 2018 Continue work on Team Project Hold 3rd coaching conversation for debrief Prepare your 1 minute take-away for graduation