1. Thriving on Change Turning Challenge into Success
Presented By :
Northern Employee Assistance Services

2. Change
The only thing we know for certain about the future is that it will bring change.

3. Our History From 1940 to 1990, we experienced 50 years of change.
From 2000 – 2005, we will experience another 50 years of change!!!!
In the last years you have actually lived through years of change!!

4. Three Reactions to Change
Reactive
Passive
Proactive

5. The Circle of Change Change is a reality for every living thing.
Being a problem solver means more change.
The continuous circle of change can not be ignored.

6. Circle of Change
Present
Change
Solution
Problem

7. Preparing for Change Why is change needed?
Exactly what do you want the end result to be?
What is going to change?
How do we position the change as positive?
Where are we most vulnerable?
What are the key success factors in making this work?

8. Organizations don’t change: people do!

9. Five Components of Change
Strategy
Roles and responsibilities
Systems and technology
Training
Common values

10. Change: It’s Not All Bad
Change can present excellent opportunities…or serious challenges!

11. Steps to Change Describe the change What triggered it?
What is it’s exact nature?
How does the change effect you?
Who is responsible for implementation?
What monitoring will be done?

12. Recognize the Source of Implementation
Boss or management-imposed
System-imposed
Customer-imposed
Self-imposed

13. Key Conditions that Demand Change
Technology
Prosperity pockets
Competition
Human capital
Individual responsibility

14. Five Steps to Conquer Change
Resistance
Uncertainty
Assimilation
Transference
Integration

15. Step One
Denial
Passive resistance
Active resistance

16. Step Two: Uncertainty Will it work? Will it leave us behind?
Making sure the change will include us.
Look for ways it can be used to our advantage.
Lots of questions, few answers.

17. Step Three: Assimilation
Slowly begin to try it.
Confidence builds with familiarity.
We use the change to our advantage.

18. Step Four:Transference
Slowly the new process replaces the old.
As the replacement continues we begin to appreciate the process.
We realize it’s better than the old way.

19. Step Five: Integration
Finally accept the change.
Wonder what we ever did without it.
Feel in control again.
Change has become part of our routine.

20. What Keeps Us Going?
Challenge
Personal Satisfaction
Rewards
Fear

21. One of the changes that incite the most fear in people is the
change in the underlying
attitudes of an organization.

22. Ask yourself the following:
Can I do this?
Am I the one to do this?
Should my job be redefined?
Is retraining/education available?
Is it worth doing?
Do we have time?
What is the bottom line impact?

23. One of the chief causes of workplace stress is responsibility without authority.

24. Realities of Organizational Change
More accountability
Greater need for leadership
Greater emphasis on teamwork
Intense involvement with people
Greater ambiguity concerning authority
Increased involvement of the whole person
Greater emphasis on individuality
More stress
9) Continual learning

25. People should expect to
Receive affirmation of their strengths & skills
Receive encouragement for their struggles
Receive rewards for positive contributions

26. In turn they should: Provide clear leadership where needed
Offer information & advise on subjects in which they have knowledge & expertise
Contribute their own vision & ideas to the organization
Encourage & train those who need assistance

27. The New Managers
People from top are walking around talking to people of all levels
People at the bottom feel safe talking to people of all levels of management & passing on information and ideas
Middle managers as as information conduits to all levels

28. .
People on all levels feel free to approach and deal with problems involving customer service.
Have spending authority over reasonable amounts that reflect the scope of their responsibilities

29. More Accountability Meet preset goals Meet performance standards
Be proactive in meeting goals & standards

30. Each person in today’s organization is:
Accountable to the team
Accountable to management
Accountable to self

31. Leaders of today must Challenge people with a clearly defined vision
Motivate people with internal rewards
Communicate with information and feedback
Listen carefully and constantly

32. Greater Emphasis on Teamwork
Members are:
Accountable to one another
Self managing
Task oriented

33. To be effective Meet once a week Work in teams of no more than 15
Develop their own goals & performance indicators

34. The Fear Driven Employee
Sees change as:
An economic threat – loss of job
A psychological threat – loss of security
A social threat – loss of power or authority

35. Fear Causes This fear causes them to depend on leadership
They want others to tell them what, how, when, & why to do it.

36. This translates to: Lack of initiative Apathy Passivity
They become “yes men”
Sometimes passive aggressive waste valuable time covering themselves, document to justify existence, eventually burnout

37. Managing a Fear Driven Employee
Keep them informed
Establish short term goals
Measurable baby steps targets for completion
Be sensitive to high needs for reassurance
Insure they feel part of the team
6) Publicly and privately praise them

38. The Productive Person Works from a base of security in their abilities
Uses change to increase own productivity
Trusts leadership
Knows they are part of the team
Believes their contribution matters

39. They work best when:
Challenged and motivated to go beyond abilities & outside their comfort zones
Change provides the stimulation that keeps them at their jobs

40. Entitlement Driven Employees
Feel they are entitled to good pay, reasonable job security, stability & routine regardless of their job performance
They put in “face” time, their face is present but their brain & body are not participating in productivity
Main goal is status quo – any changes are suspect
First to resist change

41. Level of complacency is high
Impact on organization can be devastating in lowered productivity & morale
Play it by the book
Conformity is a protective shell

42. Entitlement Driven Employees avoid:
Assessment – don’t want to set goals let alone measure them.
Measure their work against others meeting standards set by supervisors
Engaging in any kind of performance appraisal

43. How to Manage Entitlement Driven Persons
Give specific meaningful tasks
Build in opportunity for success – Let them know why their work is important
Keep individual accountable for performance
State specific goals & expectations
Train to ensure full understanding

44. Accept no excuses
Conduct regular evaluations
Give almost instant feedback to increase motivation
Ask for feedback on your assistance
Reward effort, skill development & progress

45. They can change, circumvent, reinvent and avoid rules and regulations if it means getting the job done.
In other words they are empowered with the authority to meet their goals.

46. Greater Emphasis on Individuality
Work-sharing programs
Flexible scheduling
Individual & team goals
Training & retraining programs
Opportunity for lateral movement

47. Whole Person Involvement
Individuals are asked to make a commitment to the organization through:
Voluntary overtime to finish task
Participation on special task forces or teams
Voluntary education in areas relating to job

48. Reality = More Stress Increased frustration Increased Uncertainty
Increased Doubt

49. Continual Training There is always something new to be learned
What you learned yesterday may be out of date
Only continual learning will keep you in the game
Lifelong learning must become a daily habit

50. Tips for Aspiring Change Agents
Be open to imput
Network!
Actively involve senior management at every juncture
Document
Learn & share
Have no fear
Know the business before changing anything
Laugh a lot
9) Finish what you start

51. Personal Coping Styles
The Entitled Employee
The Productive Employee
The Fear Employee