0 Copyright © 2012 Corvus International Inc Systems, Psychology and Software LEADING CHANGE FROM THE INSIDE OUT CQAA October 30, 2012

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Copyright © 2012 Corvus International Inc Systems, Psychology and Software

LEADING CHANGE FROM THE INSIDE OUT

CQAA October 30, 2012

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Presenters

Susan Slater Ph.D.- Industrial Psychologist with over 27 years of

consulting experience in US, Europe and Asia – focusing on leadership development and change management

- Previous presenter and key note at Quest Conferences

- Recent focus on change initiatives at American Airlines and American Eagle

Stephen Mooney- Leader of AE divesture team- Human resource expert with experience in

facilitation, curriculum design, HR Policy and virtual learning

- Currently serve as managing director of Flight service with FAA responsibility for 1700 crewmembers 2

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Overview

• Why Manage Change?

• Change Events vs. Personal Transition.

• Why is Change So Difficult?

• Internal leadership structures needed for successful change

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American Eagle Airlines

HDQ – Fort Worth, Texas

12,000 employees

8.5 million revenue passenger miles

1500 Daily flights with over 170 destinations

Largest number of departures at ORD

A/C types – EMB135, 140, 145; CRJ; ATR72

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Why Is It Necessary to ‘Manage’ Change?

• Minimize disruptions to productivity.

• Linking the change to improving stakeholders’ performance and identity as professionals.

• Quickly move people to ‘future state’ to avoid prolonged attachment to current processes.

• Ensure communication consistency across impacted areas.

• Reset expectations of what people should do/not do during the change and after the change.

• Assisting with employee transition and new employee acquisition and on boarding.

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Change Event vs. Personal Transition

Transition: How we react & adjust to the change.We tend to forget the ‘people’ impacts.

Event: Change to system, job, process, etc.We naturally focus on this as the priority.

Future StateChange Event

Personal Transition

Current StateCurrent State

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…IT’S HARDWIRED…..

Why do people resist change?

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Adaptability Levels

80%

20%

Most people’s adaptability is low to moderate…

Most people have a Low to Moderate ability to change

Only about one in five people have a High adaptability

Taken from a nationwide sample of 450 companies, 400 leaders, and 1,000 change initiatives

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When we startlearning to drivethe road appearsvery complex.

As we acquire the “maps” ofwhat is importantto look for, it appears simpler

Once we have learned to read, we can do so simply byglancing over the first coupleof letters or the“shape” of theword—the brainfills in the rest.

Arocdnicg to rsceaceh at Cmbairgde Uinervrtisy, it denos’t mtater in waht oredr the ltteers in a wrod are, the msot iprmoatnt tihng is taht the frist and lsat ltteer are in the rghit pcale. The rset can be a toatl mses and you can sitll raed it wouthit pbeolrm. Tihs is buseace teh barin deos not raed ervey lteter by istlef, byt tle wrod as a wlohe.

• The human brain has 100 billion neurons.

• Each may have 100,000 dendrites.

• = 300 trillion constantly changing connections

• We develop mental maps to handle the information

The Brain and Mental Maps

Adapted from: Rock, David Your Brain at Work, HarperBusiness 2009

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If you pay enough attention to these connections—they become mental maps and the processing becomes easier and “instinctive”.

When we are faced with change, it is significantly easier to create new mental maps than to change the old ones.

This is accelerated by positive reinforcement.

Building New Mental Maps

Adapted from: Rock, David Your Brain at Work,

HarperBusiness 2009

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Overall Guiding Principle

MinimizeDanger

MaximizeReward

Good = Approach

Bad = Avoid

Adapted from: Rock, David Your Brain at Work,

HarperBusiness 2009

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Overall Guiding Principle

When danger is perceived, the brain automatically shifts resources from the prefrontal cortex and the limbic system

takes over

Even small stressors can become large

stressors really quickly and can feel

unmanageable. The away response is

stronger, faster and more long lasting

Positive emotions increase dopamine levels. This allows people to actually create more solutions to complex problems. Fear inhibits this.

Adapted from: Rock, David Your Brain at Work, HarperBusiness 2009

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The SCARF Model

Used as a guideline to keep people in a positive and open state

Status. . . . . . . . . Feeling better than another person

Certainty. . . . . . Feeling sure about the near future

Autonomy. . . . . Perception of having choices

Relatedness . . . A sense of belonging

Fairness . . . . . . . Consistent and evenhanded

application of policy

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Source: Rock, David Your Brain at Work, HarperBusiness 2009

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Organizational Transition Process

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Why Change Efforts Fail

Engaging

Planning

SustainingExecuting

People often think of change

management as a linear process

Imp

lem

en

tati

on

P

hases

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Engaging

Planning

Sustaining

Executing

Imp

lem

en

tati

on

P

hases

Em

oti

on

al P

hases

Denial

Anger

Resistance

Acceptance??

The Gap

The highest organizational need occurs at

the lowest emotional point

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Late Majority >50%

Engaging

Planning

SustainingExecuting

Imp

lem

en

tati

on

P

hases

Bu

y-i

n P

hases

Early Adopters (16%) Early Majority (34%)

To negotiate each phase, you must

win over a certain portion of the

population


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Early Adopter Profile

• Doers/Innovators – take on complex challenges

• Adjust easily to ambiguity and change

• Rebound readily from minor annoyances, the unexpected, and true adversity

• Seen as credible with peers – strong commitment integrity

• Able to draw on a seemingly endless supply of personal energy

• Likes to develop and construct new initiatives

• Likes to be out front – paving the way for others to follow

• Acts with confidence, determination and courage

• Produces results

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Thoughts, Insights and Questions

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Change Leadership Core Team and Task Forces

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Operational Leadership

Support

Training

Communication Strategy

Resource Planning Super Users

Task Force

Change Leadership Core Team

Senior LeadersInvolvement

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Change Leadership Core Team

• Key Responsibilities- Group of cross-functional leaders or key

stakeholders who represent the key functions that will be experiencing the change.

- Delegated authority to shape the outcomes and the change process.

- Course correcting change efforts when they deviate from plan.

- Facilitates the process of defining, planning and course correcting the change strategy and change process.

- Responsible for clarifying the scope, outcomes, pace, conditions for success, constraints, and infrastructure.

- Oversee communication and information generation.

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Change Leadershi

p Core Team

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Change Strategy

Approach

Operational Approach

A New Approach

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Question

Real-time Answer

Question

Individual Thought and

Reflection

Team Dialogue

Collaborative Solution

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• Build team commitment and rapport:

- Assess individual leadership styles and how they can help or hinder the team’s functioning.

- Define success for the team and individuals.

- Review time commitment needed.

- Identify the critical challenges that the team will face.

- Set expectations for participation of team members.

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Change Leadership Core Team: Key Tasks

Change Leadershi

p Core Team

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• Create the Change Vision for the team to implement. Determine measurements of success.

- Define what the Change Leadership Core Team will define as success and how to measure it before, during and after cutover.

• Determine the most effective strategy for reward and reinforcement for the key stakeholders.

- Recognize the small achievements to encourage continued practice and experimentation with the system.

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Change Leadershi

p Core Team

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• Clarification of team members roles and responsibilities which includes:

- Key Deliverables.- Decisions they will make individually and as a team.- Resources needed to support their deliverables.- Areas of greatest challenge.- Methodology: team members create their individual roles and

responsibilities as well what they perceive others team member’s role and responsibilities are to minimize overlap and avoid unnecessary conflict.

• Develop ground rules for how the CLCT will operate as a team:- Code of Conduct for the team.- Partnership Agreements:

– Shared expectations for the partnership.– Determine how to build and sustain trust.– Shared concerns.

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Change Leadershi

p Core Team

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• Establish overall timeline and place key change strategy components:- Training Stakeholder Strategies:

– Side by side review of the tool.– Feature open houses.

- Communication strategies:– What to communicate, to whom and when.

- Analysis of concurrent changes effecting stakeholders and mitigation of change overload and stress. – Mapped on the overall project timeline.– Reviewed on an ongoing basis.

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Change Leadershi

p Core Team

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• Stakeholder Analysis- Determination of key stakeholders:- Assess impact of change on stakeholders.- Determine influence strategy to minimize

resistance and build commitment.- Establish feedback channels and course

correction process:– Lessons learned process.

- Develop a communication strategy for each stakeholder group.

- Integrate stakeholder strategy into overall timeline.

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Change Leadershi

p Core Team

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• Create the task force structure to support the vision, timelines and project goals.

• For each task force team: - Determine project membership and leader.

- Finalize Key tasks and goals.

- Determine CLCT sponsor for the team.

- Map their deliverables on the timeline.

- Determine measures of success.

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Change Leadershi

p Core Team

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Thoughts, Insights and Questions

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Documents

0 Copyright © 2012 Corvus International Inc Systems, Psychology and Software LEADING CHANGE FROM THE INSIDE OUT CQAA October 30, 2012