1. Navigating Transitions Understanding and Leading Others Through Change 2012

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7. Overview Leading change means:  anticipating the impacts of trends and changes conditions,  being flexible in the face of continual transitions in the organization’s culture,  teaching yourself and others to build skills for dealing with constant change. 7

8. Training Objectives  Examine your individual style and make more effective use of your personal capacity for navigating change in order to influence and lead others through transitions.  Apply the 5 Elements for Effective Organizational Change and the 5 Steps for Leading Change to enterprise-level and business unit-level change initiatives that you are involved in.  Illustrate key components of being a more strength based effective leader of change.  Describe the dynamics of individual transitions and how employees will need to be coached during the different stages of change.  Demonstrate coaching and other methods in order to move people through fear and resistance.  Identify communication techniques to more effectively message change to keep others informed and involved, galvanize support, and deal with the many challenges of change. 8

9. Your Experience with Change The key to your universe is that you can choose. — Carl Frederick 9

10. Self Reflection: What Have You Learned About Change? Any change, even a change for the better, is always accompanied by drawbacks and discomforts. —Arnold Bennett 10

11. Change Style Indicator Source: Change Style Indicator: Discovery Learning, 2000 11

12. Change Style Indicator Initiate new ideas, projects, and activitiesHave short-term and long-term perspectiveHandle day-to-day operations efficiently Serve as catalysts for changeOrganize ideas into action plansRespect rules and authority Provide future-oriented insights and vision for the organization Draw people together around a common purpose Encourage and adhere to routine Support and encourage risk-taking behaviorTake a realistic and practical approachDemonstrate strong follow-through skills Push the organization to understand the system as a whole Negotiate and encourage cooperation and compromise to get problems solved Attend to detail and factual information Bring strong design and conceptual skillsGet things done in spite of rules, not because of them Work well within organizational structure Understand complex problemsWilling to address the needs of the organization as they arise Get things done on schedule OriginatorsPragmaticsConservers Contributions of the 3 Styles During Change 12

13. Change Style Indicator May overlook relevant detailsMay wait for others to decide before taking action May over focus on small details May ignore the impact of ideas on system and people May negotiate compromise that is too middle of the road May appear unyielding and set in ways May appear unyielding and discourage others from challenging them May be easily influencedMay delay action too long by overly reflecting on situation May not adapt well to policies and procedures May appear to be noncommittalMay delay completion of task because of perfectionism May overextend themselves – moving on to new projects without completing them May try to please too many people at the same time May not see beyond the present details to understand the broader strategic context May be lost in theoryMay not promote ideas and properties enough May discourage innovation by promoting existing rules and policies May not adjust vision to facts, logic, or practicalities of situation May be indecisive and undirectedMay be rigid in thought and action OriginatorsPragmaticConservers Potential Pitfalls of the 3 Styles During Change 13

14. The Dynamics of Organizational Transitions 14 Tell me and I’ll forget Show me and I’ll remember Involve me and I’ll understand Gandhi

15. The 5 Elements of Organizational Change Question: How can you use this model as an effective tool for “leading from any chair?” 15

16. 5 Step Model for Leading Transitions Assess Plan Prepare Execute Sustain − Organizational culture − Awareness and understanding − Leadership competency − Staff readiness − Operational capacity − Vision − Structure − Process − Messaging − Communication − Training − Business transitions − Metrics − Communication materials and channels − Training curriculum and materials − Readiness activities − Metrics reports − Communicate − Conduct training − Coach staff − Execute business transitions − Measure and report progress − Gather feedback − Make course corrections − Monitor implementation − Provide encouragement and support − Reward and recognize − Continue execution 16 Discussion: Give an example of a change inside of DHS or OHA that followed the 5 Steps

17. Change Leader Roles Program and District ManagersLine Managers, Supervisors, and Leads Lead and champion the changeChampion the change – get engaged Live, lead, and model the behaviors and attitudes that are supportive of change Help subordinate managers understand what’s coming Prepare and coach staff Communicate the vision frequently and proactively Be the conduit for determining what managers and staff need to be successful Listen to and report on what staff are saying – be the voice of the field/end user Anticipate problems and make it safe for lower level managers to escalate issues Understand current business process and LEAN techniques for improving processes Provide data and input to executives so they understand the impacts and implications of decisions Escalate issues so barriers, challenges, and concerns can be addressed quickly Encourage feedback about the changes to determine what is working/not working Correct misinformation and misperceptions 17

18. Change Leadership Discussion: How does being a leader of change and transition fit within this model? Where does it show up? How does it connect? 18

19. The Dynamics of Individual Transitions 19 Change is a process Not an event.

20. The Dynamics of Individual Change People aren’t usually stressed out because there’s too much change. They are uneasy with the level of ambiguity in their environment. They are unsure about their competency to do the things they are being asked to do. 20

21. 3-Phase States of Change 21 To effectively lead change, you must help people navigate transitions. How things are done today? How to move from current to future? How things will be done tomorrow? Awareness of the need for change – sets the foundation for helping individuals make personal choices about the change Desire to participate in and support the change – is created by answering “what’s in it for me?” Knowledge on how to change – is built by conveying the skills, training, tools, processes, roles and responsibilities that are required to change. Ability to implement required skills and behaviors – is achieved by providing the necessary coaching and time to master new skills and processes. Reinforcement to sustain the change – is accomplished through recognition and reward for the hard work and energy the person displays in making the change.

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23. Leading Others Through Transitions Not everything that is faced can be changed, but nothing can be changed until it is faced. 23

24. What is Coaching? The purpose of coaching is to help employees achieve their potential and to improve business and professional performance in specific areas. Coaching is a collaborative process. A person has to be willing to be coached. Coaching is NOT: – Performance feedback connected to ongoing performance deficiencies – Discipline or corrective action – Therapy or advising – Mentoring 24

25. Coaching Through Change The role of change coach involves: – Supporting employees through the process of change they experience when projects and initiatives impact their day-to-day work – Helping them address the barrier points that are inhibiting successful change. 25

26. Discussion As a group, identify some motivating factors you know are effective. 26

27. Identifying Resistance Engage in two-way communications with employees impacted by the change. Interview managers responsible for past changes. Gauge reactions, watch body language, and pay attention to casual remarks Set deliverables and monitor their progress. You can use the Assessment Tools in Appendix C to help uncover resistance and the reasons for resistance 27

28. Techniques for Dealing with Resistance Listen and understand objections Focus on the “what” not the “how” Remove barriers Provide simple, clear choices and consequences Show the benefits in a real and tangible way Make a personal appeal Convert the strongest dissenters 28

29. Adapted from Prosci 2008 The five building blocks of successful change Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviors Reinforcement to sustain the change

30. What to Communicate? Purpose of the change Clear vision for the change Role that each person will play Tools and support that will be provided How people can get more information Where to go with questions and feedback Timeline and next steps 30

31. Communication Tips The two most effective methods for communicating change to employees: One-to-one or face-to-face discussions Small group meetings The most trusted 31

32. Your Action Plan 32 In the final analysis, change sticks when it becomes the way we do things around here. — John Kotter

33. Final Discussion What are your “take away’s” from this workshop? What will start doing, do differently, or do more of as a result of what you’ve learned today? 33