1. Leading People Through Change
Phil Buckley
LEADING THROUGH
CONTINUAL CHANGE
Phil Buckley

2. WHO IS PHIL BUCKLEY? 24 years of change management experience
29 major change initiatives touching 60 countries
Change with Confidence: Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night
(Jossey-Bass, a Wiley Brand, March 2013)

3. OUR PATH Insights on change and how people face it
Leading yourself through change
Leading others through change
Managing resistance and change fatigue

4. Why do people volunteer?
Want to be seen and be a part of something bigger than themselves
Why do people volunteer?
March 6, 2013

5. Why do they stop volunteering?
Want to be seen and be a part of something bigger than themselves
Why do they stop volunteering?
March 6, 2013

6. REASONS WHY VOLUNTEERS QUIT
Thomas W. McKee, Volunteer Power
7. No flexibility in volunteer opportunities or schedules
Too much wasted time in unproductive meetings
5. Lack of communication
4. Lack of professionalism
3. The feeling that the volunteer is not really making a difference
2. No feedback from leadership about how the volunteer is doing
1. The volunteer leader who doesn’t know how to lead

7. ORGANIZATIONS AND CHANGE
VISION – better and compelling?
LEADERS – personally committed?
CAPACITY – skill, money and time?
CULTURE – can it change enough?
OUTCOMES – linked to change?

8. PEOPLE AND CHANGE
People decide if a change will be successful (not leaders)
They react differently to change
They must change how they think before they change how they act or behave
Leaders must change first before people will (and everything they do counts)

9. Status Certainty Autonomy Relatedness Fairness
HOW PEOPLE PERCEIVE CHANGE
Status
Certainty
Autonomy
Relatedness
Fairness
Relative importance
Predicting the future
Control over events
Friend or foe?
Fair exchanges
The SCARF Model – David Rock

10. How do you lead yourself through change?
Want to be seen and be a part of something bigger than themselves
How do you lead yourself through change?
March 6, 2013

11. LEADING YOURSELF THROUGH CHANGE
Take time to reflect on your change
Talk through your feelings about changes with someone you trust
Chose your attitude, actions and behaviours
Focus on what you know
Ask questions if you are unclear
Be patient, with yourself and others
Be confident in your capabilities and your accomplishments

12. How do you lead people through change?
Want to be seen and be a part of something bigger than themselves
How do you lead people through change?
March 6, 2013

13. GETTING PEOPLE TO CHANGE
Give them reasons to engage
Give them ownership of “the how”
Enable the change

14. 1. GIVE THEM REASONS TO ENGAGE
How will this change make the organization better?
How will it make their lives better?
How will their efforts contribute to the change?

15. 2. GIVE THEM OWNERSHIP OF “THE HOW”
Share objectives and requirements
Ask them to define “the how”
Review team recommendations
Align on those that make sense
Assign accountability for implementation

16. 3. ENABLE THE CHANGE Set expectations – progress over perfection
Provide training if required
Allow time to practice
Go first – model actions and behaviours
Acknowledge and reward progress (small wins, small rewards) – build confidence
Hold feedback sessions – what’s working, what’s not, what adjustments are needed?

17. LEADING PEOPLE THROUGH CHANGE
1. GIVE THEM REASONS TO ENGAGE
2. GIVE THEM OWNERSHIP OF “THE HOW”
3. ENABLE THE CHANGE
Set expectations – progress over perfection
Provide training, if required
Allow time to practice
Go first – model actions and behaviours
Acknowledge and reward progress (small wins, small rewards)
Hold feedback sessions – what’s working, what’s not, what adjustments are needed?
How will this change make the organization better?
How will it make their lives better?
How will their efforts contribute to the change?
State objectives and requirements
Ask them to define “the how”
Review team recommendations
Align on those that make sense
Assign accountability for implementation
© Change with Confidence 2014

18. How do I minimize CHANGE FATIGUE?
How do I OVERCOME RESISTANCE to change?

19. RESISTANCE – WHAT WORKS
Build in as much certainty as you can – reduce fear by reducing the unknown
Own the change – it’s the right thing to do versus “My boss said.”
Address resistance head on – honest and candid dialogue is the most effective way to neutralize concerns
Focus on the facts
Encourage people to share their concerns – they might be valid
Thank dissenters then ask for their advice
Draw the line between opinions and obstruction

20. CHANGE FATIGUE – WHAT WORKS
Track all projects together – map all commitments
Identify resource gaps – raise them early
Negotiate deadlines – balance requirements with resources
Avoid “just over the horizon” communication
Acknowledge people are working hard
Make it up to them in small ways – accommodate schedule conflicts
Give credit for “the how” – of work management

21. OUR PATH Insights on change and how people face it
Leading yourself through change
Leading others through change
Managing resistance and change fatigue

22. What works and doesn’t work? What experiences can I learn from?
WHEN FACED WITH THE UNKNOWN, ASK…
What do I need to know?
Why is this important?
What works and doesn’t work?
What experiences can I learn from?