Presentation is loading. Please wait.

Presentation is loading. Please wait.

Surviving & Thriving During Times of Great Change Presenter Martha N. Bryan.

Similar presentations


Presentation on theme: "Surviving & Thriving During Times of Great Change Presenter Martha N. Bryan."— Presentation transcript:

1 Surviving & Thriving During Times of Great Change Presenter Martha N. Bryan

2 What is Driving All This Change? T. I. P. T. Technology (doubles every 2 years) I. Information (doubles every 5 years) P. People (they drive the process) Employees are driving technology / information. Customer demands are getting higher & higher.

3 Some Guarantees Change Is Not Going To... # 1... Get Easier! # 2... Slow Down! # 3... Go Away! # 4... Be Trouble-Free! But You are Responsible For Dealing With The Change! "The future is coming so fast, we can't possibly predict it; we can only learn to respond quickly.” ~ Steven Kerr

4 Change! Change! Change! * * * * * * * * * * * * * * * * * * * * * * * * * * * Those Who Get Stuck In Change Change! Change! Change! * * * * * * * * * * * * * * * * * * * * * * * * * * * Those Who Get Stuck In Change

5 Those Who Get Stuck In Change... It Shows  Feeling trapped in situation  Passively letting others control them / situation  Struggles with interpersonal relations  Conforms to unrealistic demands / pressures from others  Withdrawing physically or psychologically / suffers in silence  Passively watching television, reading, over sleeping  Sees work as distasteful, dull, unpleasant and unrewarding  Preoccupied with disappointments and people who "did them in" “ Sometimes our fate resembles a fruit tree in winter. Who would think that those branches would turn green again and blossom, but we hope it, we know it.” ~Goethe

6 They...  Have a dream and a plan.  Are willing to work hard.  Don’t take no for an answer.  Are self-reliant.  Take responsibility for their actions.  Look for solutions to problems and makes decisions.  Have the courage to admit mistakes.  Have specific knowledge, skills, training, and talent.  Work with and cooperate with other people.  Are enthusiastic.  Never give up. Habits of People Who Will Survive & Thrive During Times of Great Change Habits of People Who Will Survive & Thrive During Times of Great Change

7 The Dynamics of Change A Sense of Loss Uncertainty Ambiguity Trust Deteriorates Withdrawal Self-Preservation “How come nothing is like it was until it’s gone?” ~Will Mastin "People are always blaming their circumstances. The people who get on in this world are the people who get up and look for the circumstances they want. If they don't find them, they make them.“ ~ George Bernard Shaw

8 How We Label Change Determines How Quickly We Bounce Back. How We Label Change Determines How Quickly We Bounce Back. “We either make ourselves miserable or we make ourselves strong. The amount of work is the same.” ~Carlos Castaneda, Anthropologist & Author

9 Language Used To Describe Change Unresilient (Negative) Words Frustrating Catastrophe "It'll Never Work" More Work Setback Misfortune Trouble Failure FearRuin DisasterFate Decreased Job Security “A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.” ~ Hugh Downs

10 Language Used to Describe Change Resilient (Positive) Words ExcitingChallenging Growth OpportunityNew Skills Job EnrichmentBounce Back Learning ExperienceNew Opportunity Increased Job Security “You gain strength, experience, and confidence by every experience where you really stop to look fear in the face.” ~Eleanor Roosevelt

11 Characteristics of Change People... will be ill at ease / awkward during change.... will feel alone during change.... will think first of what they have to give up.... will be concerned if not enough resources.... can handle only so much change. And, If the pressure is removed, people revert back to old ways.

12 Organization Individual Attitude Knowledge Low -- Time & Difficulty Time & Difficulty -- High CHANGECHANGE

13 Key Concerns During the Stages of Change Present State Desired State Letting Go Of Old Accepting, Adopting, Ways Of Doing Things Executing Alternative Ways Of Doing Things Transition State Moving Through Transition

14 Can I Handle Change?  Do I accept change willingly?  How eager am I to take risk and face change?  What changes have I experienced in the last year?  What have I learned from these changes?  Am I able to keep my perspective during change? “It’s not so much that we’re afraid of change, or so in love with the old ways, but it’s the place in between that we fear… it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”

15 Enhancing Your Ability to Thrive on Change --Don't fight it (defend values and ethics) -- You don't have to like it -- Be willing to let go of the past -- Have a sense of humor -- Expect to succeed -- Build a personal coping strategy “Change is always tough. Something familiar is destroyed. Something unknown comes along. The greatest opportunities arise at times of greatest change. Tough times require us to lose our heads enough to free ourselves from trying to simply stay on top of change. We must aggressively step into the unknown or risk the certainty of being destroyed by the status quo.” “Change is always tough. Something familiar is destroyed. Something unknown comes along. The greatest opportunities arise at times of greatest change. Tough times require us to lose our heads enough to free ourselves from trying to simply stay on top of change. We must aggressively step into the unknown or risk the certainty of being destroyed by the status quo.”

16 To Thrive On Change... Stay In That “Circle of Influence” Circle of Circle of Influence Concern

17 You Have More Control... Than You May Think  What you do with most of your free time  How much energy you exert on each task  Your thoughts and imagination  Your attitude  Your tongue  Who you choose as role models  Your commitment  Causes which you give your time and ideas  Your memberships  How you play your cards  Your concerns and worries  Your response to difficult people and times

18 During Times Of Great Change Don’t Let Negativity Get To You During Times Of Great Change Don’t Let Negativity Get To You

19 Negativity “Bad Attitudes”... Where Do They Come From? Family Boss Organization Culture Individual Society

20 Do These Negative Workplace Issues Sound Familiar?  A lack of trust is keeping morale low.  Employees make preventable mistakes because they don’t care.  No one seems to have fun at work anymore.  Employees spend too much time complaining and griping.  The rumor mill is out of control.  Employees talk badly about management and others  Workplace absenteeism is increasing.  Back-stabbing / biting are creating an adversarial environment.  People stop talking when the manager comes in.

21 Negativity... is the result of unbridled and unchecked pessimism. An Optimistic Attitude Brings Hopefulness. A Pessimistic Attitude Brings Helplessness. “People aren’t disturbed by things, but by the views they take of them.” ~ Epictetus “People aren’t disturbed by things, but by the views they take of them.” ~ Epictetus

22 Attitudes! Thoughts Perceptions Beliefs Interpretations How “Bad Attitudes” Get Started

23 How Bad Attitudes Gets Started Beliefs... What we hold to be true Perceptions... Our impression of people and events Interpretations... How we give meaning to a situation “Everything can be taken from a person but one thing; the last of the human freedoms -- to choose one’s attitude in any given set of circumstances, to choose one’s own way.” ~ Victor Frankel, Auschwitz Prisoner Author Man’s Search for Meaning

24 How Negativity Travels... The Catalysts Contagious Mood Non-Productive Communication Behaviors Conflicting Views

25 The Effects Of Negative Thoughts & Feelings Include... drains your energy. blocks positive thought and creative thought. causes stress and worry. causes anger and illness. reduces productivity. prolongs painful situations. affects the way you listen to others. affects the way you communicate with others. affects the way you deal with others. takes the fun out of your life. They...

26 Attitude...How we choose to think. Feeling... What we get for thinking the way we do. Attitude...How we choose to think. Feeling... What we get for thinking the way we do. We Know We choose our thoughts. 2. Thoughts create reality. 3. Reality determines behavior. 4. Behavior leads to results. We’ve Learned Life Is A Choice!

27 How To Overcome Negativity? Learn to Interpret... Events & People Optimistically.

28 Developing a Winning Attitude  Recognize your insecurities and take action to correct.  Control self-talk.  Don’t think about what you don’t have.  Identify successes and focus on your talents.  Offer name first in every conversation.  Don't underestimate your intelligence or overestimate others.  Practice speaking up every chance you get.  Become an expert in your profession.  Be thankful. Start a victory wall and file. (Continued)

29 Developing a Winning Attitude (Continued)  Graciously accept compliments.  Help others to build confidence in themselves.  Maintain good body posture and walk faster.  Work to improve assertion skills.  Maintain good eye contact.  Be positive even when you don’t feel like it.  Make smiling a habit.  Strive for excellence and not perfection.

30 Eliminating Workplace Negativity... What The Individual Can Do

31 Self-Reflection You Must Constantly Ask Yourself...  Who am I around?  What are they doing to me?  What do they have me reading?  What do they me saying?  Where do they have me going?  What do they have me thinking?  And most important, what do they have me becoming? Do Then Ask Yourself The Big Question: Is That Okay? ~ Jim Rohn

32 Quick Fixes For Overcoming Negativity  Set a time limit for negativity.  Focus on the big picture.  Set ground rules.  Look at quality criticism as a plus.  Use flip side thinking.  Stop the thought! – “Caught it and rethought it.”  Use a rubber band to snap away the negativity.  Use the win-win approach to resolve problems.  Surround yourself with optimistic people.  Be your own best friend - control internal dialogue.  Play your winners - your strengths. (continued)

33 Quick Fixes For Overcoming Negativity (Continued)  Develop new skills.  Do something to help others.  Alter, Avoid, Accept.  Reward yourself for being positive.  Lock in the negativity at work and / or at home.  Recognize the negativity trigger points.  Take a time-out.  Provide an attitude checkup.  Encourage laughter.  Use a recorder.  Keep thoughts in the present. (Continued)

34 Quick Fixes For Overcoming Negativity (Continued)  Keep future focused.  Have a favorite saying.  Avoid “neg-attacks”.  Shift focuses to the positive.  Practice forgiveness.  Ask yourself “What is the best / worst... ?”  Determine the source and avoid it.  Change your physiology.  Eliminate any benefit you might receive.  View every challenge as an opportunity.  Realize - You can only do what you can do. “A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.”~Hugh Downs

35 “Bad attitudes have become mainstream. Irreverence, criticism, and disrespect are at the forefront of our humor, entertainment, media, political discourse, and everyday conversation. These personal attacks and ‘character assassinations’ occur so often, they are no longer shocking or noteworthy. We have become desensitized to such attacks. We do not just disagree with someone’s ideas and actions, we attack their intelligence, ethics, and morals. Managers have moved from guideposts to whipping posts and frequently bear the brunt of employees’ personal feelings of insecurity and inadequacy, outside problems that filter into the workplace, employees’ lack of personal preparation and failure to position themselves for tomorrow’s workplace opportunities as well as stalled careers.” ~ Harry Chambers, Author The Bad Attitude Survival Guide

36 Managing At The Speed of Change! Managing At The Speed of Change!

37 What Did You Notice During Change?  You felt less comfortable & confident at first.  You had to work harder and concentrate more.  You had to quickly ascend the learning curve.  Noticed a little voice saying “Now why do I have to do it this way?”  Quantity of output decreased.  Visible quality of output worsened. More Change, Less Productivity... At First

38 Change & Productivity Time Needed For Change ProductivityProductivity Current Productivity Declines Higher Productivity Levels

39 Present State Stages of Change Future State Transition State

40 Step-By-Step... Implementing Change Step 1: Determining Need For Change Step 2: Preparing Tentative Plan Step 3: Analyzing Probable Reactions Step 4: Making Final Decisions Step 5: Establishing Timetable Step 6: Implementing The Change “Every change looks like failure in the middle.” ~Rosebeth Moss Kanter, Author The Change Master

41 Change Implementers Start With These Questions... Why are we doing this? Why now? What if we don't do this now? What is our destination? Precisely how will we get there? What's in it for our people? How will the gains outweigh the losses? How will we bring our people along with us? How will we consolidate the changes? In the midst of winter, I finally learned that there was an invincible summer.” ~ Albert Camus

42 Helping People Through Change  Take personal interest in each employee‘s development.  Communicate clear expectations and benefits.  Let staff decide how the job is done.  Provide staff with tools to do the job.  Remove obstacles.  Provide effective coaching  Encourage calculated risk taking  Use performance appraisals as learning tools  Revamp reward & recognition systems  Revamp compensation systems

43 Helping People Through 1. Involvement 2. New Information 3. New Ideas 4. New Experiences

44 During Change... Employees Want Answers What is going to happen and why? What is their responsibility? Impact it will have on them? Communicating the Change Seek first to understand. Express thoughts & feelings clearly. Postpone evaluation. Be willing to change. Be willing to confront. Think win – win.

45 Communicating Change Convey that you Are personally committed to the change.... Recognize change will negatively impact some.... Are open to discussing feelings about change.... Are confident that the "team" will succeed.... Want input to make change work. "To Change Your Life... Start Immediately -- Do it Flamboyantly -- No Exceptions -- No Excuses." ~ William James ~

46 Expect Resistance... How to Overcome --Begin with the end in mind. --Define the vision clearly. --Involve others early. --Identify and work with change resisters. --Set measurable objectives from the outset. --Design for early success stories. --Realize that change will never cease.

47 Surviving & Thriving During Times of Change Takes Controlling Str ess!!!!!!!!!!

48 Stress is Our internal response to the outside world. 2. Our inability to deal openly and honestly with self and others. 3. Stress is the feeling you experience when you perceive a gap between what you want and what you have. Stress originates... not out there, But... Only in our mind.

49 Inability to Manage Time.... The Cause ________ 49 ©

50 Balanced Life Wheel 50 ©

51 Spirit Health FinancialCareer Family Social Spirit Health Financial Career FamilySocial Balanced Wheel Unbalanced Wheel 51 ©

52   The Wheel... Your Walk, Talk & Sound When it is Balanced When it is Not 52 ©

53 Managing Stress Takes a Life In Balance What YouHow You Value Live 53 ©

54 Congruity... Experiencing Balance, Harmony, And Appropriateness With The Events In Our Life. Your values should be your guide to remaining in control and productive. Self - actualization will come when you form a congruity between what you value (believe) and how you live (perform). 54 ©

55

56 Encumbered with low self-image, Bob takes a job as a speed bump.

57 Keeping Cool, Calm, and Collected When the Pressure Is On  Have "escape routes.“  Remind yourself of your good qualities.  Talk to yourself.  Set realistic goals and expectations.  Take care of number one.  Establish quiet time.  Accept change.  Focus on areas you can control.  Negotiate and re-engineer pressure situations.  Learn how to spot your stress warning signals.  Stay informed about what is happening. (continued)

58 Keeping Cool, Calm & Collected when The Pressure is On (continued)  Keep current in your field.  Have a plan "B".  Be a problem solver.  Use weekends as a change of pace.  Everyday do something you really enjoy.  Have an optimistic view of the world... focus on the positive.  Be flexible in your attitudes... you may not know the full story.  Anticipate corporate change by constantly updating your skills.  Make friends with non-worriers.  Learn from those who are best able to manage stress. (continued

59 Keeping Cool, Calm & Collected When the Pressure Is On (continued)  Ask a colleague to let you know when you appear to be stressed.  Maintain your network and support groups.  Have a reward system.  Balance your life.  Go with the flow.  Learn to say "no.“  Have a positive mental attitude.  Maintain sensible perspective and a sense of humor.  Warm up to your job or find a new one.

60 The Six C ’s For Surviving & Thriving On Change C ompetence Love Of Learning Healthy Habits Emotional Competence Social Intelligence C onnection Network (encourage & support others) Positive Relationships C haracter Living Life Ethically and Living Personal Values Valuing Differences

61 The Six C ’s For Surviving & Thriving On Change (Continued) C aring Stand Up For Fairness and Freedom Share Skills That Will Help Others C onfidence Belief In The Future Self-esteem Persistent Resourcefulness Find Answers And Creative Solutions C ontribution Purpose, Meaning Motivation, Sense Of Direction

62 Surviving & Thriving During Times of Great Change * * * * * * The End! Thank You! Presenter Martha N. Bryan

63

64

65 Those Best Able to Survive & Thrive on Stress  High Self-Esteem (Sense of Worth)  Feel They Can Control World Around Them  Are Challenged by Change  Are Committed & Intensely Involved in What They Do  Regard Challenge as an Opportunity to Grow “The greatest weapon against stress is our ability to choose one thought over another.” ~ William James “The greatest weapon against stress is our ability to choose one thought over another.” ~ William James

66 Reaction to Change – Overlapping Impact Physical Mental Emotional

67 University of Michigan Study Worries 60% were unwarranted 20% were already resolved 10% were petty 10% were legitimate concerns (2% were of significant issues)

68 “Your level of communication mastery in the external world will determine your level of success with others - personally, emotionally, socially, and financially. More important, the level of success you experience internally - the happiness, joy, ecstasy, love or anything else you desire - is the direct result of how you communicate to yourself. ~Anthony Robbins, Author Unlimited Power

69 Change & Productivity Time Needed For Change ProductivityProductivity Current Productivity Declines Higher Productivity Levels

70 Change Implementers Start With These Questions:  Why are we doing this?  Why now? What if we don't do this now?  What is our destination? Precisely.  How will we get there?  What's in it for our people?  How will the gains outweigh the losses?  How will we bring our people along with us?  How will we consolidate the changes?

71 Root Causes For Negativity Low self-esteemStress / burnout FearPhysical conditions BoredomLack of understanding organization’s vision, goals Unresolved conflictPast experiences Inability to handle changeLack of feedback ResentmentLack of recognition

72 We have experienced an erosion of respect for people, positions, and institutions. Employees are holding you accountable for crimes you never committed and problems you do not have the power to fix. It comfortably distances employees from responsibility. Today’s employees are less fearful of what you might do to them and more resentful of what they perceive you haven’t done for them. We are no longer motivated to avoid loss. Blaming is a comfortable way to distance themselves for any responsibility, affirms their righteousness, and avoids accountability for unresolved issues. Bad attitude employees do not differentiate between a four alarm blazing fire and a burned marshmallow. We have experienced an erosion of respect for people, positions, and institutions. Employees are holding you accountable for crimes you never committed and problems you do not have the power to fix. It comfortably distances employees from responsibility. Today’s employees are less fearful of what you might do to them and more resentful of what they perceive you haven’t done for them. We are no longer motivated to avoid loss. Blaming is a comfortable way to distance themselves for any responsibility, affirms their righteousness, and avoids accountability for unresolved issues. Bad attitude employees do not differentiate between a four alarm blazing fire and a burned marshmallow.

73 Antagonism is fashionable. There is always someone or something to be against. There is no middle ground. We tend to think in absolutes. Every decision they make is wrong. They are always out to get me (us). Everything the boss or company does is wrong. The company will do everything they can to get me. With the advantage of hindsight, elapsed time and observable results, we have become experts at being post-event critical. After-the-fact geniuses -- used by those who are not secure enough to put themselves on the line and take risk. Antagonism is fashionable. There is always someone or something to be against. There is no middle ground. We tend to think in absolutes. Every decision they make is wrong. They are always out to get me (us). Everything the boss or company does is wrong. The company will do everything they can to get me. With the advantage of hindsight, elapsed time and observable results, we have become experts at being post-event critical. After-the-fact geniuses -- used by those who are not secure enough to put themselves on the line and take risk.

74 Change! Change! Change! Because business growth had dropped substantially over the past year due to the economy, ABC organization determined that it would need to achieve a 25% reduction in force over the next six months. Department heads were charged with informing their employees about this change. The head of one department had the following conversation with one of the clerks: Manager "We've been told that we need to achieve a 25% reduction in force over the next six months." Employee "But you told me this job was secure. When I was hired, you said, no one ever gets laid off from this organization!" Manager "Well that was ten years ago, and this is now." Employee "So, am I going to be laid off?" Manager "I don't like your attitude, young man. Keep it up, and you can count on it." Employee "Well spare yourself the aggravation. I've had it. I quit!" The employee packed up his belongings and left. The manager sat shaking his head. He had been planning to tell this employee that because of vacancies in his department, he didn't think anyone would be laid off. Instead, people would be cross-trained and have to assume a little more responsibility. Now he was losing one of his top performers, and he wondered what went wrong.

75 Merger Change... Case Study It was Friday, January 31, 2004, 3:30 p. m. when an urgent memo from Ben White the CEO of Fab Industrial had just been issued to all employees by electronic mail. All departments had been briefed by their respective managers to expect the memo. Employees had not been given any of the particulars about the content of the memo, but rumors were already flying. The memo read as follows: To: All Fab Industrial Personnel From: Ben White, CEO Date:January 31, 2004 Re:Company Status As you all know, All Fab has been experiencing financial difficulties. In order to address those difficulties, All Fab will be merging with National Industrial at the end of this quarter. Effective April 1, 2004, we will be called National Industrial. While it may call for some changes from us, I believe that this move represents a wonderful growth opportunity for the company. I look forward to your continued support and cooperation.

76 Relocation Change... Case Study A major renovation project will require moving several hundred employees from the Capital Mall Building to a temporary location(s) for a period of one to two years. The relocation will have the potential for many different impacts such as the stress of packing and moving, commuting, and geographic distance from business associates and social contacts. Managers have been discussing the eventual move with their employees. One discuss included... (Continued – 1 of 2)

77 (Continued -- 2 of 2) Manager “We will be hearing more specific information about the move in the coming weeks, but you need to expect to be working in a new location that is not downtown for one to two years, so please consider this if you will be making any decisions or changes concerning housing, childcare, or transportation.” Employee “But I commute with my spouse who works downtown and our daycare is just a couple of blocks from here. When I was hired you said this was a family friendly organization.” Manager “Well, we are still family friendly, and we will do what we can to help you meet your family obligations.” Employee “Does that include buying me a car and gas to get to some office out in the hinterlands? I won’t be able to walk over and see my kids at lunch? This will be a disaster!” Manager “Oh, calm down and keep things in perspective. Keep in mind that you will still have a job and you will be back downtown eventually.” Employee “Yea, but until then, this will never work. The time and stress from this move will make me a wreck. I’m going to have to look at other job options to stay downtown.”


Download ppt "Surviving & Thriving During Times of Great Change Presenter Martha N. Bryan."

Similar presentations


Ads by Google