Leading Change―Even If You’re Not in Charge

ME AM Tutorial

9/30/2013 8:30:00 AM

"Leading Change? Even If You’re

Not in Charge"

Presented by:

Jennifer Bonine

tap|QA

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073

888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com

Jennifer Bonine

tap|QA, Inc.

Jennifer Bonine is a VP of global delivery and solutions for tap|QA Inc., a global company that

specializes in strategic solutions for businesses. Jennifer began her career in consulting,

implementing large ERP solutions. She has held executive level positions leading development,

quality assurance and testing, organizational development, and process improvement teams for

Fortune 500 companies in several domains.

1

© The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved.

Jennifer Bonine [email protected]

www.upurgame.org

Understanding, Leading, and Managing Change


Topics

Change (What is it) Communication StrategiesTechniques for overcoming

resistance

2


Change is a Process


Impact of Culture on Introducing Organizational Change

3

© The Insights Group Ltd, 2009. All rights reserved.5

CultureCulture


Do your values and proposed initiatives align to your organizations culture

4

7

People, Process, TechnologyPeople, Process, Technology


Different Types of Change Initiatives

Team Synergies in process and tools – due to acquisitions or mergers

Creating new paradigms – developing new ways to add value or need to improve customer satisfaction

Strategic Planning – new plan is required due to organizational changes or new competitors inyour industry

5


Rules of EngagementDo no harmCommitment – Seen by everyoneAll Change involves personal choices – make sure it makes sense to peopleThe relationship between change and behavior will not happen over nightConnect the change to business/learning strategies and incentivesInvolvement breeds commitmentMake sure the change results in tangible benefits or increased capacity


The Emotional Response to a Positively Perceived Change

6


The Emotional Response to a Negatively Perceived Change

Edited from E.K. Ross


Critical Dimensions for Successful Change Agents

Respect Differing Frames of Reference Develop Plans of ActionEstablish Synergistic Relationships Multiple Communication Styles Build CommitmentAnticipate and Manage Resistance Understand Power and Influence

7


Communication Strategy• Identified fit for change to Culture• Selected an initiative that aligns to the

culture• Have sponsors for the initiative

What’s Next ?Biggest element that determines success or

failure:Communication Plan and Strategy

14

Interpersonal CommunicationInterpersonal CommunicationAccording to Albert Mehrabian:According to Albert Mehrabian:

•• 7% Words 7% Words -- LiteralLiteral•• 38% Tone of Voice 38% Tone of Voice -- InterpretationInterpretation•• 55% Context, Body Language 55% Context, Body Language --

InterpretationInterpretation•• In other wordsIn other words……

Communication is 7% about WHAT you say and 93% about WHO you say it to!

8


EXERCISE

• Circle the words on the page that you identify most with and that describe you best

• Can circle as many as you want or as few (no minimum or maximum)


cheerful reflective concise challenging

caringassertive

enthusiastic determinedfirm

factual well-argued reliable

accommodating objective active steady fun

sensitive

accurate tactful driving constant structured harmonious

strong-willedpurposeful

convincing cautious

calculatingamenable

persuasive patient influencing diplomatic

logical sociable

outgoing courageous co-operative

forcefulconventional

optimistic

mobile friendly stable consistent decisive

correctloyal calm daring analytical engaging

exactimpulsive realistic

cheerful reflective concise challenging

caringassertive

enthusiastic determinedfirm

factual well-argued reliable

accommodating objective active steady fun

sensitive

accurate tactful driving constant structured harmonious

strong-willedpurposeful

convincing cautious

calculatingamenable

persuasive patient influencing diplomatic

logical sociable

outgoing courageous co-operative

forcefulconventional

optimistic

mobile friendly stable consistent decisive

correctloyal calm daring analytical engaging

exactimpulsive realistic

9


Using Proven Tools to Target Communication

Cool BlueIntroversion and ThinkingStyle is task-focused, calm under pressure, thoughtful and objective.

Earth GreenIntroversion and FeelingAn approach favoring depth, reflection, harmony and consensus.

Sunshine YellowExtraversion and Feeling

Couples sociability and consideration for others with

action-orientation and entertaining.

Fiery RedExtraversion and ThinkingHigh activity, working with

others, being logical and focusing on facts.


Communication Profile as a tool

• Focuses on improving personal, interpersonal and team effectiveness

• Provides a simple framework and common language– Verbal and Visual

• Developed specifically for the work environment

10

© The Insights Group Ltd, 2009. All rights reserved.

What Do You Think?Harvard Business Review 2002

What percentage of business issues are due to the lack of inter-personal communication skills not the competencies of the parties?

87%


Understanding The Steps to Personal and Team Effectiveness

Step 1Explore and

discover more about yourself

Step 2Learn how to recognize and appreciate others’

differences

Step 3Learn how to adapt your

behaviour to interact more effectively with others

Step 4Take action and put

your learning into practice

11


Recognizing Types

Every time you meet someone you

have the opportunity to

practice your skill of recognizing and adapting to their color energies.


Recognizing TypesStep One...Do they “speak to think” (red/yellow)or “think to speak “(blue/green)

Formal

QuickSpeakTo think

Relaxed

QuietThink to

Speak

Step Two...Are they more formal (blue/red)or relaxed/informal (green/yellow)

12


Thinking and Feeling

Formal, Impersonal, Analytical, Detached, Objective Strong-minded, Competitive, Correct, Task, Systems,

Informal, Personal, Considerate, Involved, Subjective, Caring, Accommodating, Harmonious, Relationships, Morale

Feeling Preference

Thinking Preference

Compass Learning Guide – The Psychology of Self Understanding – Section 1.3


13


News Flash: Cambridge University ResearchAoccdrnig to a rscheearch sduty at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef but the wrod as a wlohe.

*Be clear in your communication strategies.People will fill in the blanks with their own perceptionAnd reality about the change


Strategies to Overcome ResistanceDon’t overwhelm people – understand the organizations absorption capabilityEducation and awarenessListen and get to the root of the resistanceTarget messages/communication by personality typeSocialize your ideas with different people ahead of timeProvide a feedback mechanism

14


ConclusionCost of failure is high -organizations will lose confidence in leadership if management cannot successfully fulfill the promises of their announced intentions Make sure the change aligns with your culture

Be aware of and manage resistance actively

Target communications by personality type

Ensure you have adequate sponsorship


[email protected]

Susan M. Heathfield. “How to Understand Your Current Culture” http://humanresources.about.com/od/organizationalculture/a/culture_create.htm

What is the culture of your current Organization? 1. Characteristics 2. Beliefs

3. Norms or traditions

4. Values

Does this differ among teams, business units, under different executives? List your proposed initiatives or changes you want to make in your organization. Do they align to the culture you described above? How to Observe Your Current Organizational Culture You can obtain a picture of your current organizational culture in several ways. To participate in the assessment of your organizational culture, you must:

• Try to be an impartial observer of your culture in action. Look at the employees and their interaction in


your organization with the eye of an outsider. Pretend you are an outsider observing a group that you have never seen before.

• Watch for emotions. Emotions are indications of values. People do not get excited or upset about things that are unimportant to them. Examine conflicts closely, for the same reason.

• Look at the objects and artifacts that sit on desks and hang on walls. Observe common areas and furniture arrangements.

• When you observe and interact with employees, watch for things that are not there. If nobody mentions something that you think is important (like the customers), that is interesting information. It will help you understand your organization's culture.

Assess Your Organizational Culture You can assess your current organizational culture in several ways. Participate in a Culture Walk: One way to observe the culture in your organization is to take a walk around the building, and look at some of the physical signs of culture.

• How is the space allocated? Where are the offices located?

• How much space is given to whom? Where are people located?

• What is posted on bulletin boards or displayed on walls?


• What is displayed on desks or in other areas of the building? In the work groups? On lockers or closets?

• How are common areas utilized? • What do people write to one another? What is said in

memos or email? What is the tone of messages (formal or informal, pleasant or hostile, etc.)? How often do people communicate with one another? Is all communication written, or do people communicate verbally?

• What interaction between employees do you see? How much emotion is expressed during the interaction?

These are just a few of the questions to answer when you observe and assess your organizational culture. Take a culture walk frequently to observe organizational culture in action. Culture Interviews: Interview your employees in small groups. It is just as important, during these interviews, to observe the behaviors and interaction patterns of people as it is to hear what they say about the culture. Since it is usually difficult for people to put into words what the culture is like, indirect questions will gain the most information. The following are examples of indirect questions you can ask during a culture interview.

• What would you tell a friend about your organization if he or she was about to start working here?

• What is the one thing you would most like to change about this organization?

• Who is a hero around here? Why?


• What is your favorite characteristic that is present in your company?

• What kinds of people fail in your organization? • What is your favorite question to ask a candidate for a

job in your company? Culture Surveys: Written surveys taken by people in the organization. Create the survey using the information collected during your culture walk and interviews.