2. Welcome

3. Secrets of High Achieving Managers
Making Positive
Change Happen
Dr. Nate Booth
&
Secrets of High Achieving Managers
Jack Hayhow

4. Session Agenda Session Learning Goals / Session Opener
Session Presentation
Individual and Group Exercises
Closing Remarks
Blueprint - Personal Action Plan

5. BOSS BOSS BOSS LEADER Told Received, Facilitated
Told & shown
Told, shown & experienced
Received,
Facilitated
Non- directive coaching
Recall after 3 weeks
70%
72%
85%
100%
Recall after 3 months
10%
32%
65%
95%
This table is a collation of results from a number of studies on this topic, and serves as a reminder of a the long term ineffectiveness of the directive approach, or just being TOLD what to do. So the question is why do so many managers who know this continue to go back and continue to tell or advice their employees on what to do. Is it habit or expediency? The Non directive approach to coaching assist employees in doing a better job and allow them to think on their own. With the video, discussion and exercises we do in this module we’ll be able to equip ourselves with a tool of greater impact our employees performance. The first three columns we are just the BOSS, it’s not till we get to the last column where we truly accomplish more through other, be a positive role model in our companies and develop other. We now are a leader. Leader is not a noun it’s a verb…

6. CAN THE CANADIAN GEESE TEACH US A THING OR TWO ABOUT TEAMWORK…
the Canada Goose, flies in formation,
It is freedom tempered by responsibility. The leader must keep the group on course and look ahead for danger. The others must look around, to the sides, to each other. And they will reach their destination, not because they can fly, but because they fly together. We too, seek to fly. To fulfill our dreams, to accomplish our goals. But we cannot fly alone. We must always look ahead, behind, and to the welfare of those who seek to fly with us. If our destination is a better way of life we must demonstrate our commitment to work with one another. If we are to fly, we must fly together, dependent on each other, or be scattered by the storms that confront us.

7. Making Positive Change Happen
Dr. Nate Booth

8. Why people fear/resist change? Why companies FAIL to change?
Session Opener pg. 1
Thoughts on Change
Why people fear/resist change?
Why companies FAIL to change?

9. Ice Breaker Cross your arms Listen to my instructions.
Before we proceed, I’d like to ask every person in the room to cross your arms. (wait until everyone has done this, use yourself as an example). Now, I want you to cross your arms the other way, with the other arm on top. (Smile) How does that feel?
DO the same thing with your fingers and hands, “Put your hands together (like this). OK, now make a note of which thumb is over the other, and now I want you to reverse the hands. Ask “How does that feel?” (get responses). Ok, relax. Cross your arms again, please.
I have a question for you: Did you cross your arms the comfortable way? (answer is yes). What does that tell us? (we revert to our comfort zones).
As participants to please open their Change packets to page 1.
Cross your arms
Listen to my instructions.

10. Change is hard!
Research shows that it takes the average person more than 15 days to adapt to a change as simple as moving a garbage can from the right side of the desk to the left side. (Jon Strande, Business Author) A reengineering study also showed that 50% of companies in change and reengineering efforts say that the most difficult part of reengineering is dealing with the fears and anxieties of people.
Change is inevitable, but successful change is not. The heroic challenges of leading change and making change work are the focus of this session. Let’s first look at our learning goals and then begin with an opening exercise.

11. Research tells us… FEARS & ANXIETIES
Research shows that it takes the average person more than 15 days to adapt to a change as simple as moving a garbage can from the right side of the desk to the left side. (Jon Strande, Business Author) A reengineering study also showed that 50% of companies in change and reengineering efforts say that the most difficult part of reengineering is dealing with the fears and anxieties of people.
Change is inevitable, but successful change is not. The heroic challenges of leading change and making change work are the focus of this session. Let’s first look at our learning goals and then begin with an opening exercise.

12. But…change is inevitable… successful change is not!
Research tells us…
50% of companies participating in change or reengineering efforts believe that the most difficult part is dealing with the fears and anxieties of the workers.
67% of change or reengineering efforts are reported as producing mediocre, marginal, or even failed results.
But…change is inevitable… successful change is not!
Research shows that it takes the average person more than 15 days to adapt to a change as simple as moving a garbage can from the right side of the desk to the left side. (Jon Strande, Business Author) A reengineering study also showed that 50% of companies in change and reengineering efforts say that the most difficult part of reengineering is dealing with the fears and anxieties of people.
Change is inevitable, but successful change is not. The heroic challenges of leading change and making change work are the focus of this session. Let’s first look at our learning goals and then begin with an opening exercise.

13. Resistance To Change “Anticipating Reactions”
Anger
Bargaining
Depression
Stability at point of change
Passive Active
Emotional Response
Acceptance
Inability to act 2
Handle on complexity of leading people thru change
Change is not just an activity, it is an emotional event
And similar to the grieving process, there are several stages people go thru that are emotionally driven
On the left is emotion
Bottom is time
We start at present state. Everyone is happy.
We introduce change and hear “I can’t do that” (inside our head)
When we repeat the instruction, meeting, etc. “I won’t do that”
We repeat again. “Why do I have to do this!”
Then “I’ll do it this one time and we can go back to the old way”
“I’m never going to be able to go back to the old way”
“Well I guess I can do this”
“I now do it this way. I’d hate to go back to the old way.”
Testing
Denial
Time
Source: Robert Heller, Managing Change, p. 38.

14. “We’ve long believed that when the rate of change inside an institution becomes
slower than the rate of change outside,
the end is in sight.
The only questions is when.”
- WSJ 9/10/2012

15. Create positive results through change in turbulent times.
Learning Goals
By the end of this session, you will:
Create positive results through change in turbulent times.
Six approaches to change and how to implement the three stages of change
Help reduce people’s resistance to change and gain cooperation

16. Thoughts on Change Session Opener cont. pg. 1
List 2 current changes your team is experiencing?
List 2-3 reasons why people may resist change under you influence…

17. Dr. Nate Booth Video Presenter
Was a dentist for 16 years before going into counseling and training industry
Worked for Anthony Robbins as a trainer
Wrote several books including, Thriving on Change and the Diamond Touch
Worked with the Who’s who of corporate giants

18. Share your idea(s) with your group.
Key Ideas and Application
Write down the important idea(s) from the presentation and how to apply them to your company or team.
Share your idea(s) with your group.
In small groups, select a team leader. Team leaders, please facilitate a discussion among your group where each of you share the idea(s) you found most important and how you would apply that idea within your workplace. You will find a worksheet on page 5 of your Participant’s Guide that you can use to record your group’s ideas. Team leaders, following your group discussions, I will ask you to share with us one of your group’s ideas and its application.

20. Research shows that it takes the average person more than 15 days to adapt to a change as simple as moving a garbage can from the right side of the desk to the left side. (Jon Strande, Business Author) A reengineering study also showed that 50% of companies in change and reengineering efforts say that the most difficult part of reengineering is dealing with the fears and anxieties of people.
Change is inevitable, but successful change is not. The heroic challenges of leading change and making change work are the focus of this session. Let’s first look at our learning goals and then begin with an opening exercise.

21. What about you???
Blueprint 3, Page 9 -11
PAST
PRESENT
FUTURE

22. Blueprint #2, page 8 Coaching and individual through personal change
Coaching and Change
Blueprint #2, page 8
Coaching and individual through personal change
[Facilitators: Have the two Non-Directive Coaching volunteers read their assigned roles. After the Non-Directive example, briefly discuss the pros and cons of this approach. We can also summarize by pointing out that if they had stayed on the first…direct…path of solving the problem – they wouldn’t have gotten anywhere. But through the Non-Directive process, they were able to unearth an underlying issue that may be the real catalyst behind the behavior. It may take a bit longer to have this type of “Non-Direct” conversation – but the long term benefits are such that you begin to develop independent thinkers who can work through solutions on their own, versus having to always go to their manager for solutions.]
As you listened to the Non-Directive Coaching role-play, did you see that asking questions is a very important part of this process? Let’s spend a few minutes with a model that can help with this key part of the process. It gives us a simple framework for the questions we can ask in a mentoring session to get “The Whole Story.” The model and a few samples are included in your Participant’s Guide. Let’s review them together. Please see page 9 of your Participant’s Guide

23. Closing
“It Is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”
- Charles Darwin
Debriefing: Review each case study. Solicit ideas for improvement.

24. Personal Blueprint / Action Plan
I Plan to Implement / Best Idea
Expected Result
SMART
Specifically
Measurement
Attainment
Relevant
Time-Based
Action Steps
Resources Needed