Lindsey Crisp

 Create a safe environment  Seek movement not exposure  Assume people are trying their best  Look in the mirror  Act in a manner consistent with what is expected of you in your role

Stylist Manager for over 20 years Loved and respected by all Ran the Apple Valley location “SHOW YOUR COURAGE!”

 Rational/Analytical Logic  Politics; Individual and Group Interests  Inspiration, Values and Visions  Emotions; Effective and Reactive Feelings  Mindsets-beliefs and Assumptions  Psychodynamics

 Trying to create new rules  Showing authority  Trying to take a leadership rule

 Key Stakeholders  Owner  Service Coordinator Manager  Three Stylist/Managers  Make change happen or BLOCK the change  Do we need to adjust what we are doing to get buy in?

 What are the values and aspirations of the people involved?  Do the leaders who will implement the change have the right inspirational skills?  How do we develop leaders with basic inspirational skills and abilities?

 Do we understand and accept that emotional reactions are a normal reaction to change and loss?  Do we have leaders with the emotional intelligence and skills to deal with people who are emotional about change?

 What are the key assumptions and beliefs currently limiting the possibilities for change?  How will we change people’s mindsets to allow them to see the new possibilities?

 Anxiety based unconscious defenses  Who stand to lose?  Who will be threatened the most?  Who will be the most anxious? Do managers have the skills to deal with it?

 Create a safe environment  Assume people are trying their best  Act in a manner consistent with what is expected of you in your role