Leading and Managing Change Tools for Success. Topics for Today Stress Management Personal Change Leadership Skills and Assessment Managing Change and.

Leading and Managing Change

Tools for Success

Topics for Today

• Stress Management• Personal Change Leadership Skills and

Assessment• Managing Change and Communicating Change

as Leaders• Contingency Plans – That Bolt of Lightning

Stress Management

• How to Withstand Stress without:– Caving In– Falling Apart– Losing Control– Going Under

• Success means:– Remaining Calm– Avoiding Impulses– Coping under Pressure

Benefits of Stress Management Skills

• In the Workplace– Facing Tight Deadlines– Juggling Time Demands– Better Relationships

• At Home– Maintaining Busy Households– Staying Physically Healthy– Better Relationships

Indicators of Stress

• Feeling wound up, wired or overwhelmed• Tension in the neck, back or shoulders• Headaches, dizziness, shortness of breath• Disrupted sleep patterns• Loss of appetite• Heartburn• Various aches and pains

Two Components of Stress Management

• 1st - Stress Tolerance– The ability to withstand adverse events and stressful

situations.– Coping mechanisms for dealing with the day-in, day-

out stressors in our lives– Being pecked to death by a duck!

“We can’t all do everything” – VIRGIL 70-19 B.C.

Effective Stress Tolerance

• Capacity to remain calm and composed• Face difficulties without getting carried away• Tackle problems one at a time• Prevents Emotional hijacks

The Formula for Effective Stress Tolerance

1. Plan a course of positive action to limit and contain stress

2. Maintain an optimistic attitude in the face of sudden change and negative experiences

3. Feel you have control or at least influence over stress-inducing events

Two Components of Stress Management

• 2nd – Impulse Control– The ability to resist or delay an impulse, drive or

temptation to act.– Identify and put the brakes on angry, aggressive,

hostile or irresponsible behavior.– Low impulse control creates stress for you and others– “Leap before you look”

“I can resist everything except temptation” – OSCAR WILDE 1892

Effective Impulse Control

• Think first, not respond reflexively

• Weigh options and assess alternatives

• Well considered actions and expressions

The Formula for Effective Impulse Control

• The Marshmallow Test

Personal Change Leadership Skills and Assessment

Learning Goals

•Become aware of behaviors that contribute to leading change.

•Assess current (or past) behaviors related to leading change

•Identify gaps between personal performance and desired performance.

Warm-Up

•Read the short case, “Leading Change When You’re Not in Charge.”

•Discuss around your table groups how you would handle this case

Introduction

Leading Change at Every Level is a 30-item self-assessment regarding your behavior toward change. It will help you:

Identify skills and abilities you may want to develop so that you will be better prepared to lead change in the future.

Develop an understanding of the skills you use (or don’t use) most frequently when leading change.

Instructions

Think about a change for which you are presently responsible. It could be either a change you have already initiated or one you have been asked to initiate.

Write a short description of that change in the page in your conference book where this slide is printed.

Read the statements on the Self Assessment handout and circle your answer on the Response Form Handout

Sample Scoring Form

Chart of Individual Results

30

45

60

75

90

105

120

135

150 Overall Effectiveness at

Leading Change

PPT7

Chart of Individual Results

20 18 252324Modeling

the ChangeCommunicating

about the Change

Involving Others in the

Change

Helping Others Break from the Past

Creating a Supportive Learning

Environment

Dimensions of Leading Change

Modeling the Change

Communicating about the Change

Involving Others in the Change


Creating a Supportive Learning Environment

Modeling the Change

•Map the change objectives to your daily responsibilities.

•Think before you act.

•Audit your past actions.

•Monitor and correct yourself.

•Enlist a shadow.

•Be alert to subtle cues from others about your behavior.

Modeling the ChangeA Score Above 19:•Demonstrates the Change with Your Behavior•Routinely Check Your Behavior for Consistency•Skilled at Self-Monitoring•Role Model is Comfortable for You

A Score of 18 or Below:•May tend to act or react without full consideration of how others view your behavior•May be difficult to “step outside of yourself”•May be unaware of the importance of your behavior reflecting the change


•Communicate with a variety of methods.

•Communicate with a wide audience.

•Share possible outcomes and their estimated likelihood.

•Use metaphors with care.

•Don’t dictate the way people should feel.

Communicating the ChangeA Score Above 19:•You Enjoy Communicating•Do not tire of repeating yourself•You Put the Change in Plain Language•You Anticipate How People Feel About the Change

A Score of 18 or Below:•You May Want More Detail Before You Communicate•You Have Been “Blindsided” Before by Unexpected Reactions•You May be Frustrated By Having To Repeat the Message


•Employ problem-finding.

•Fully consider others’ ideas.

•Let others know what happened to their ideas.

•Practice empathic and non-defensive listening.

•Ask effective questions.

•Utilize technology to bridge physical distance.

•Organize a large group meeting.

Involving Others In the ChangeA Score Above 19:•You Reach Out to Others•You View People as Resources, and Get Them to Open Up and Participate•You Value Including Others in the Change Effort

A Score of 18 or Below:•You May Want To Work on Your Own•Can Cause Lack of Enthusiasm or Lack of Commitment


•Play the devil’s advocate.

•Support innovation.

•Sponsor wild ideas.

•Demand continuous improvement.

•Stage a symbolic break with the past.

Helping Others Break From the PastA Score Above 17:•You Are Naturally Curious•You Do Not Mind Taking Risks•Change is Exciting and has Positive Outcomes•You Are Open to New Ideas and Processes

A Score of 16 or Below:•You Like Things the Way They Are•If It Ain’t Broke, Don’t Fix It•You May Rely on Past Experiences to Plan For the Future


•Focus attention away from blame and toward problem correction.

•Admit what you don’t know.

•Declare a practice zone.

•Support time for training.


A Score Above 19:•You Believe Learning is a Part of Change•You Are Not Surprised by Mistakes or Re-Work•You Put Equal Value on WHAT is Done, as Well as HOW It Is Done•You Have Self-Confidence

A Score of 19 or Below:•You May Work Where Mistakes Are Punished•You May Have Little Slack in Finding Resources•You May Find It Difficult to Say “I Don’t Know”

Review

Modeling the Change





Managing Change and Communicating Change as Leaders

Enrollment Curve

Direction of Enrollment

CriticalMass30%

2%Initiators

14%Early

Enrollers

34%Middle

Enrollers

34%Late

Enrollers

14%Die

Hards

2%

Fringe

The Transition Curve

Focus on Environment

Denial Commitment

Resistance Exploration

Focus on Self

Past Future

Personal Tools for Working Through Change

• Review past change experiences• Focus on what you can control• Take a possibility mindset• Reach out to others

Review Past Change Experiences

Positive Change Experience

Successfully working through change

Negative Change Experience

Focusing Time and Energy“Do not let what you cannot do interfere with what you can do”

John Wooden

I can’t Control

I canControl

I canInfluence

Tips for Taking a Possibility Mindset

•Eliminate negative interference in your concentration

•Reflect on when you feel most confident at work and evaluate the triggers or stimuli.

•How you have managed to quiet the negative self voice in this instance?

•Minimize anxiety caused by blowing things out of proportion

•Once you’ve put things into perspective, it’s much easier to start to focus on the solution

•When taking a solution focused approach, find out what is already working and do more of it

•Stop doing what doesn’t work and start doing something else

Tips for Reaching Out to Others

•Ask for help and help others when they need it

•Be specific about what you want or need and go to the right person

•Spread the load – don’t rely on one person too heavily

•Seek to understand – ask for information

•Let others understand you – be honest about your feelings

•Be open to receiving and acting on feedback you get

•If you disagree, listen first, then share your point of view

Force Field Model

PresentState

DesiredState

Driving Forces

RestrainingForces

Methods to Create Change• Communicate the objectives and reasons for

the change• Frequently communicate everything you know• Listen carefully to reactions and concerns• Involve people and invite their input• Provide people the tools and skills to be

successful• Reward and recognize as people successfully

transition

Methods to Create Change con’t

• Be a committed sponsor• Enlist early enrollers as change agents• Align systems, processes and

measurements to support the change• Stay the course and expect tough times• Enable those who do not make the

transition to find alternatives

Building Trust Through Communication

CREDIBLE You do what you say you will do

OPEN You openly share information with others

AUTHENTIC You can be trusted to be available, interested and understanding; you say what you really mean.

CONGRUENT Your body language and tone reinforce what you say

TACTFUL You handle difficult situations appropriately and effectively

CONFIDENTIAL You keep confidences and don’t speak negatively about others behind their backs

Handling Challenging ReactionsSilence Allow the person time to absorb and reflect on the

information

Gently probe for understanding if the silence continues

Cynicism Let the person express their feelings and opinions

Don’t become defensive

Interruption Allow the person to have the floor once or twice

Acknowledge their need to speak but regain control by assertively asking the person to let you speak

Anger Allow the person to express their anger

Don’t take it personally

Don’t be drawn into justifying the situation

Tears Give the person time and space

Stay calm and acknowledge their stress

Have you ever promoted someone who did not reach your expectations?

People fail in jobs…

not because they can’t do the

job…

but rather, because they don’t match

the job.

We Hire/Promote on Competence and Fire on Fit

Time-Consuming

Peter Drucker says 60% of management’s time is spent fixing people problems and just 40% working to achieve corporate goals.

Additional Research Shows that when you fix your people problems:

They will fix your systems problems They will fix your process problems Therefore fix your financial problems

People Problems are:

People are the key to the success of almost all endeavors.

Jim Collins, author ofGood to Great says:

Put the right people on the bus.

Get the wrong people off the bus.

Put the people in the right seats on the bus.

The bus will take you where you want to go.

Why do we continue to put the wrong people in our jobs?

We believe that poorly selected people are a normal part of doing business.

Our hiring/promoting practices may be too “instinctive” and not scientific enough.

We think we can change people.

People are not easy to change!

How can we begin to fix this problem?

By getting more information about our candidates.

By getting more information about our existing employees.

Objective SubjectiveSkill FitSkill Fit

Education,Education,Training,Training,

Experience,Experience,SkillsSkills

Job FitJob FitAttitudes,Attitudes,

Values,Values,Demeanor,Demeanor,Apperance,Apperance,

IntegrityIntegrity

Missing piece

Selection Process

Résumé,

Application,

References

YOU DIDN’T SEE…

THE

TOTAL

PERSON

The Tip of the Iceberg gives you…

Good, but Limited Information:

Education

Current Employment

Past Employment

Appearance / Dress

Interview / Presentation

10% - Good But Limited Information:Skills, Experience & Company Match

90% - Essence of the Total Person: Thinking Style

Occupational Interests

Behavioral Traits

Job Fit

Look Beneath the Surface…

Test for Job Match

Objective SubjectiveSkill FitSkill Fit

Education,Education,Training,Training,

Experience,Experience,SkillsSkills

Job FitJob FitAttitudes,Attitudes,

Values,Values,Demeanor,Demeanor,Apperance,Apperance,

IntegrityIntegrity

Job MatchJob MatchBehavioral Behavioral

Traits,Traits,Abilities,Abilities,InterestsInterests

FUTURE

Selection Process

Résumé,

Application,

References

Via Interview

Via Assessing for Job Match

75%75%

66%66%

54%54%

38%38%

26%26%

14%14%Interview

Background Checks & Integrity Testing

Personality Testing

Ability Testing

Interest Testing

Job Matching

+

+

+

+

– Psychological Bulletin Vol. 96, No. 1, August 1994

Professor Mike Smith, University of Manchester

Utilize All of Your Resources

Can the persondo the job? Thinking style

How will the persondo the job? Behavior style

Will the personwant to do the job? Job Interest

What the Profile XT Measures

15

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

Thinking Style

Behavioral Traits


Job Profile SummaryJob Pattern: Sales Representative

Overall Job Match

Top three interests for this position

Lowest three interests for this position

Financial/Administrative

Technical

Mechanical

Enterprising

People Service

Creative

I nterests Ranking

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The Job Match Pattern

™

17

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

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Thinking Style

Behavioral Traits



Overall Job Match

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The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.




Technical

Mechanical

Enterprising

People Service

Creative

I nterests Ranking

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Shaded areas indicate the JobMatch pattern

The JobMatch patterns show requirements for the jobs in your company

Use these patterns for:

Placement Retention Training Promoting Managing Planning

17

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

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Thinking Style

Behavioral Traits



Overall Job Match

Distortion – 8

94%

Job MatchPercentage

95%

8

6

10

4

Job MatchPercentage

95%

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Job MatchPercentage

91%

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Technical

Mechanical

Enterprising

People Service

Creative

I nterests Ranking

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4

5

22

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

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Thinking Style

Behavioral Traits



Overall Job Match

Distortion – 9

64%

Job MatchPercentage

86%

2

2

4

10

8

1

Job MatchPercentage

56%

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Job MatchPercentage

35%

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Technical

Mechanical

Enterprising

People Service

Creative

I nterests Ranking

Uses From a Single Report

•Job Fit for new candidate or promoting the right employee to a new position•Interviewing for either of the above•Training and development•Workforce management•Succession planning•Conflict management•Teambuilding

“It’s not experience – or college degrees or other accepted factors; success hinges on a fit with the job.”

BENEFITS to you when you use the

Profile XT™

Reduce Turnover

Increase Production

Train More Effectively

Improve Communication

Diminish “People Problems”

Reduce Stress, Tension & Conflict

Enhance Profits!

“Put the right person in the right job, train and motivate them, give them an opportunity for advancement, and your company will grow and prosper”

J.W. Marriott

Change can be scary, and is something that naturally we would rather not have to do. Yet, handled well, it can be exciting and successful. Besides, it beats the alternative. If you don’t believe me, go ask a dinosaur.

Leading and Managing Change Tools for Success. Topics for Today Stress Management Personal Change Leadership Skills and Assessment Managing Change and.

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