Association of Fundraising Professionals Chicago Chapter 2015 Understanding and Leading an Organization Through Continual Growth and Change Association of Fundraising Professionals Chicago Chapter 2015

Objectives Three Fundamentals Knowledge Skills Applications

Learn the behavioral model that gives rise to change resistance Identify the three reactions to change you’ll discover in your organization Use a tool to anticipate and evaluate the resistance to any change you introduce Develop an action plan based on the insights you will gain during this session

  Change Happens!

Facts About Change There has been information produced in the last 30 years than in previous 5,000 years 2 out of 3 U.S. workers had been with their employer for less than 5 years. 85% of all U.S. organizations now outsource services once performed in-house 50% of the jobs of 1980 do not exist today

Productivity During Change During “normal” times… During change… Source: Pritchett and Associates/Department of Labor Productivity 4.8 hours Social 1.5 hours Personal 1.7 hours Productivity 1.2 hours Social / Gossip / Speculation 3.2 hours How / What to Do 1.8 hours “Self” 1.8 hours

The Change Continuum Superficial Incremental Continuous Transformational {haircut} {new boss} {aging} {marriage} What is low impact to one person, may be high impact to another. It is dangerous to assume you how an individual is affected. The most reliable way to find out how individuals are affected is to ask them.

Predictable Process of Change Significant change is accompanied by emotions. People go through stages of change in their own way and at their own pace. Just because you are at acceptance, it doesn’t mean others are. Elizabeth Kubler-Ross

Predictable Process of Change Significant change always causes emotions Supporting people through the stages of change requires that emotions be validated People go through these stages in their own way and at their own pace Just because you are at acceptance does not mean that others are Accept – don’t resist - change

Circle of Influence

Circle of Influence Change-agile individuals focus their energy on areas where they can make a difference. Focusing on things you can control results in the development of personal power – or viewing change with an attitude of possibilities. Looking at the future in a positive light expands the Circle of Influence.

CHANGE – An Iceberg Analogy

Rules for Moving Icebergs Catalyst – Melting and a large push Connection – Push top and bottom with equal force Constant Pressure and Direction – A small steady force

The Role of the Leader Leaders/Managers need to: Determine Readiness for Change Plan for Movement Gain a Critical Mass of influencers Discuss and Determine Threats and Opportunities Consider Current Impact, Future Impact, and Time Frame Anticipate and Prepare for Possible Resistance and Problems.

The Change Equation All elements of the formula must be present or resistance to the change will not be overcome.