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Leading Thru Change and

Amy Stratbucker
Dec 3, 2014
San Diego, CA


Today’s Time
More White Water Ahead. The goal is not
stabilization or survival.
The goal is to improve performance and build the
capability to lead the next change
even better than the last.

•  Principles of Managing Change
•  Recognize Phases of Change
•  Leading Thru Change

Why We Struggle With Change §  We Have a Primal Need for: §  §  §  §  §  Security §  Order §  Control We Find Comfort in What We Know Many are Afraid to Lose What They Have People Are Connected to Their Jobs We Don’t Want To Give Up What We Have Achieved .

Productivity in Times of Change Endings Messy Middle New Beginnings .

Principles of Change Management •  Be Passionate in Your Commitment/Be •  •  •  •  •  6 Authentic A commitment to performance always outweighs loyalty and morale Fill People’s longing for belonging Cannot over communicate in times of change Be Intolerant of Weak Commitment Aim people toward work they love .

Hearts & Minds Model for Transformational Change commitment acceptance exploration resistance denial .

Mindsets to Change 65-70% 8-15% 8 8-15% .

9 .Supportive Someone who acts as a catalyst for change. with a goal is to make change stick. A person who seizes an opportunity to make a difference. regardless of their job or title.

Too much respect for problems kills our faith in possibilities. .Resistance in Real Life Looks Like •  Missed deadlines •  Absenteeism •  Decisions turned over •  Afraid to try new ideas •  Keep to themselves Sounds Like •  Angry Words •  Questioning •  Defensiveness •  Lack of Trust .

quick to point out negatives 11 Uncertain– Waiting to see what happens On Board – Speaks of opportunity & what can be gained .Neutral Speaks of Fear & what will be lost.

“ “ The leader must be passionate and bold enough to stimulate the change and then patient and methodical enough to motivate employees to adopt it. Maryann Billington .

“ “ The leader must be passionate and bold enough to stimulate the change and then patient and methodical enough to motivate employees to adopt it. Maryann Billington This requires you to be part of the Supportive group? Are you there? If not. what do you need to move to an active supporter of the change? .

Know where your people are and meet them there 65-70% 8-15% 14 8-15% .

Modeling The Change Break 15 .

… O N Not that kind of modeling! .

Puzzle Activity .

Your Thoughts Help You Or Hurt You Trust Excitement Opportunity Playing to Win Confidence Challenge Worry Fear Crisis Overconfidence Doubt Playing Not to Lose Threat .

Lead with CPR .

you’ll need to address all four levels of communication Dialogue Commitment “Are they committed to making the changes or doing what is required?” Feedback Dialogue Appropriate Action “Do they know what actions to take?” . changes.Increased communication in times of change Awareness “Are they aware of the news. issues. or requirements?” Feedback Dialogue Understanding “Do they truly understand what is being communicated?” Feedback If you need people to do things differently.

Improving your skills at resolving conflict? 5.Communication Checklist Are You… Yes No 1. Painting a picture of the future people want to be part of? 7. Listening twice as much as you’re talking? 2. Comfortable not having all the answers? 6. Warning people about the “messy middle?” 4. Taking into consideration where listeners are on the transition curve when you plan your communications? 21 . Actively looking for bad news? 3.

Lead with CPR .

Obstacles and Opportunities “Optimism is a force multiplier.” Colin 23 Powell .

Control the Controllables What you can’t control What you can control/ influence .

Lead with CPR .

Key Talent Individuals Need •  To feel “in on things” •  Real work to do •  Opportunities to demonstrate how good they are •  Assurance they won’t have to “start over” to reprove their worth •  The ability to serve customers well •  To be able to balance the needs of the organization with the needs of their family .

Courageous Retention Questions •  What excited you most about joining Lundbeck? •  •  •  •  •  Does that still excite you? What was the best day at work you’ve had in the past three months? What were you doing? What would you do more of if you could? What about our job makes you want to hit the snooze button over and over/take the day off? What might lure you away? What would we need to do to keep you here? Are you being −  −  −  −  Challenged? Recognized? Trained Given feedback? •  What would increase your engagement level? 27 .

Lead with CPR .

Change is good! •  (Thank goodness some things change) .

Author and Father of the Theory of Evolution What 1-2 things will you do to improve performance and be more effective in your ability to lead change? 30 ."It is not the strongest or the most intelligent who will survive but those who can best manage change." ~Charles Darwin Scientist.