EMPLOYEE ENGAGEMENT AND Change 2015 – Women in Educational Leadership EMPLOYEE ENGAGEMENT AND Change

Agenda Organizational/Institutional and Personal Change – what does the research say? Change Management Tools The emotional stages of Change The “Change House” Managing Change at Dilworth – Appraisal

Research on Organizational/Institutional and Personal Change

Engagement and Change…the research Institutions embracing change positively repeatedly report success across both Productivity, Result and Engagement targets Learning how to deal effectively with first-time or changing situations is more predictive of long-term potential or performance than is raw intelligence 93% of High Potentials are High Performers; Only 29% of High Performers are High Potentials Change Management Strategies ensure organizations remain current and operational Individuals who embrace and promote change report greater levels of career/job success and engagement Individuals embrace change when they understand it, see the benefits of it, are supported practically and emotionally through it and feel that they are able to contribute positively to it. Source: Organizational and Individual engagement, Kinexa 2013 Source: Ashridge University, Princeton University, London School of Management, 2012

Why its tough… Future Current State State Transition State Change requires “unfreezing” or letting go of the status quo – and that’s uncomfortable Anticipate that some people will try to quickly (perhaps too quickly) establish a new stability (re-freeze) Pain of the status quo or attraction of desired state must exceed the discomfort of the transition state Anticipate that some will fight to keep or re-create the past Recognize that the transition state can be a period of great opportunity (for you and others) Unfamiliar, risky Unknown Controls not understood New roles •Familiar •Comfortable •Can be controlled •Roles are understood Letting go of the old •Taking on the new •Changes everywhere •Feelings of loss, anxiety, gain www.gOEbase.com

Change Management Tools -The Change Curve -The Change House

The Change Curve - The emotional stages of change: comfort complacency awareness denial & indifference resistance cynicism understanding engagement & curiosity acceptance enthusiasm excitement commitment ownership evolution “Pain of the status quo or attraction of desired state must exceed the discomfort of the transition state for change to be bought into and successful” We need to acknowledge and recognise that not everyone in on the same stage of the change curve. If we are someone that is towards the right hand side, think about what you can do to help others along the process. Be aware of how our behaviour impacts others – the shadow we create Think of the X axis as change timeline and the Y axis as the level of positive buy-in to the change. Where do you as a Leader sit in relation to this Change Strategy? © 2000-3 J M Fisher. Not to be sold or published. Sole risk with user. A free resource from www.businessballs.com. 7

At Last something’s going to change ! Moving Forward This can work and be good What impact will this have? How will it affect me? Denial Anxiety Can I cope ? Happiness At Last something’s going to change ! Change? What Change? Gradual Acceptance I can see myself in the future This is bigger than I thought! Disillusionment I’m off!! … this isn’t for me! Did I really do that Who am I? We need to acknowledge and recognise that not everyone in on the same stage of the change curve. It’s a bit like descending into a valley then coming back up Must know how a person is responding to know how best to work with them Can’t expect the same action to help everyone (it’s why a team “pep talk” only goes so far) Different people need different actions to help them work through the change You fall along the continuum too! Be aware of how our behaviour impacts others – the shadow we create Think of the X axis as change timeline and the Y axis as the level of positive buy-in to the change. Fear I’ll make this work if it kills me!! Threat Guilt Depression Hostility © 2000-3 J M Fisher. Not to be sold or published. Sole risk with user. A free resource from www.businessballs.com. 8

Supporting Personal Change External Data Head up/out Work through feedback Cross boundary exposure Hold back rewards Job rotation Office moves External Data Role models Spell out current reality & consequences Listen Avoid providing solutions / quick fixes Recognise efforts/acknowledge the past but don't get stuck in it Focus / and Prioritise Identify first / small steps Increase personal accountability Their solutions not yours Encourage experiments & review Build confidence / competence Praise early success Continue development challenge Keep providing feedback Stretch performance targets Celebrate success but link to new targets Challenge assumptions about change

Change House Source Claes Janssen

Change House THE CONTENTMENT ROOM Source Claes Janssen

Evidence of Contentment "We are the best!” "Let's postpone it!” "Why should we do it?” Arrogance Very bureaucratic Lots of internal publications "Lets talk about details” "Lets talk about us” Ignoring the outside world ..........often with disempowered boundary workers and layers of poor communication

Change House THE CONTENTMENT ROOM THE DENIAL ROOM Source Claes Janssen

Evidence of Denial "They are responsible” "Yes, but.....” Circumstances are responsible.....” Finger-pointing Prophets ejected Persecute the innocent Protect the guilty High aggression Defensive behaviour "It can't happen to us"

Change House THE CONTENTMENT ROOM THE THE DENIAL CONFUSION ROOM ROOM Source Claes Janssen

Evidence of Confusion Hire and fire! A new strategy every day! Panic! Lots of uncoordinated initiatives Lost in the fog! Consultants in large numbers Hiring from outside Tower of Babel

Change House THE CONTENTMENT ROOM THE RENEWAL ROOM THE DENIAL ROOM THE CONFUSION ROOM Source Claes Janssen

Evidence of Renewal "Let's do it together” "Let's make it happen!” High motivation and energy Constructive spirit No lip service Clarity and light Dynamism Taking responsibility Trust / delegation Focus Continuous improvement in things that matter

Change House THE CONTENTMENT ROOM THE RENEWAL ROOM THE DENIAL ROOM THE CONFUSION ROOM Source Claes Janssen

Change House THE CONTENTMENT ROOM THE RENEWAL ROOM THE DENIAL ROOM THE SUN LOUNGE THE DENIAL ROOM THE CONFUSION ROOM WRONG DIRECTION DOOR DUNGEON OF DENIAL PARALYSIS PIT Source Claes Janssen

From Contentment To Denial Get people to benchmark Get people to look outside the company Provide data / stories on how well other institutions are doing Provide data/stories on how poorly like institutions are performing Provide a symbolic shock Provide outlaws with a platform Spread discontent

From Denial To Confusion Continue benchmarking / outside feedback Expose the majority of the employees to the problem Avoid providing solutions Support those with energy looking for solutions Remove those who persecute and are really stuck in denial Don't tell, do - increase the shocks – working differently, re-structure (less hierarchical), not tolerating poor behaviour, support those who are willing but struggling and start behaving differently

From Confusion To Renewal Provide a vision and a direction Sell solutions, consult, don't tell! Focus on the first steps Set demanding but attainable goals Keep feeding back results quickly Use cross-functional teams Reward new behaviours / performance Encourage experimentation

Preventing Slippage Into Contentment Constantly review performance targets Keep providing feedback - both internal and external Keep refining and transmitting the strategy Celebrate success but always link to new targets / objectives / visions Seek to change mental maps of change Seek next change issue

Change House THE CONTENTMENT ROOM THE RENEWAL ROOM THE DENIAL ROOM THE SUN LOUNGE THE DENIAL ROOM THE CONFUSION ROOM WRONG DIRECTION DOOR DUNGEON OF DENIAL PARALYSIS PIT Source Claes Janssen

Change House: Key Messages You can only go one way through the house - but slippage and 'death' is possible in the first three rooms Different groups will be in different rooms, for different time spans...… .....and you need different strategies to move them on Human capacity for denial and optimism is infinite There is no end point

Appraisal at Dilworth – a Case Study in change

Appraisal at Dilworth – Case Study Performance Appraisal as a continuous improvement change strategy Including “What” and “How” based goals Gain trust, open communication, support emotional challenges, explain rationale, share benefits Change Curve – Full Team Change House Exercise – Management Team and HOD’s

Behavioural Goals…the “How” - key to engagement

Concept of change is hardly new… “Very often change of self is needed more than a change of scene.” Bob Dylan, Poet and Musician “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” Charles Darwin, English Naturalist “Things do not change, we change.” Henry David Thoreau, US Author, Naturalist “When patterns are broken, new worlds emerge.” Nancy Thayer, American Author “Readjusting is a painful process but most of us need it at one time or another.” Arthur Christopher Bensen, English Author 30