1. Managing Change and Coaching
Contra Costa Leadership Academy
June 21, 2018
Eileen Beaudry

2. 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

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

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

5. Team Project Run Through
Volunteer Timekeeper
20 Minute Presentation

7. 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

8. 10 Minute Break

9. 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

10. Start with the Why
Simon Sinek

11. 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

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

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

16. large change initiatives at work?
How do you feel about
large change initiatives at work?
Resist Reluctant Accept & Wait Good! Faster!

19. 10 Minute Break

20. 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

21. John Kotter CM Model

22. 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

23. 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?

24. John Kotter CM Model

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

26. How can I support others through Change?26

27. 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

28. 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

29. 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

30. 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

31. 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

32. 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.

33. Shaping Change

34. 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

35. 45 min. lunch + relax

36. Team Project Run Through
Volunteer Timekeeper
20 Minute Presentation

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

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

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

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

41. 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

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