Presentation on theme: "Thriving on Change Turning Challenge into Success"— Presentation transcript:
1 Thriving on Change Turning Challenge into Success Presented By :Northern Employee Assistance Services
2 ChangeThe 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 ReactivePassiveProactive
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.
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?
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?ChallengePersonal SatisfactionRewardsFear
21 One of the changes that incite the most fear in people is the change in the underlyingattitudes 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 accountabilityGreater need for leadershipGreater emphasis on teamworkIntense involvement with peopleGreater ambiguity concerning authorityIncreased involvement of the whole personGreater emphasis on individualityMore stress9) Continual learning
25 People should expect to Receive affirmation of their strengths & skillsReceive encouragement for their strugglesReceive rewards for positive contributions
26 In turn they should: Provide clear leadership where needed Offer information & advise on subjects in which they have knowledge & expertiseContribute their own vision & ideas to the organizationEncourage & train those who need assistance
27 The New ManagersPeople from top are walking around talking to people of all levelsPeople at the bottom feel safe talking to people of all levels of management & passing on information and ideasMiddle 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 teamAccountable to managementAccountable to self
31 Leaders of today must Challenge people with a clearly defined vision Motivate people with internal rewardsCommunicate with information and feedbackListen carefully and constantly
32 Greater Emphasis on Teamwork Members are:Accountable to one anotherSelf managingTask 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 jobA psychological threat – loss of securityA 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 informedEstablish short term goalsMeasurable baby steps targets for completionBe sensitive to high needs for reassuranceInsure they feel part of the team6) Publicly and privately praise them
38 The Productive Person Works from a base of security in their abilities Uses change to increase own productivityTrusts leadershipKnows they are part of the teamBelieves their contribution matters
39 They work best when:Challenged and motivated to go beyond abilities & outside their comfort zonesChange 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 performanceThey put in “face” time, their face is present but their brain & body are not participating in productivityMain goal is status quo – any changes are suspectFirst to resist change
41 Level of complacency is high Impact on organization can be devastating in lowered productivity & moralePlay it by the bookConformity 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 supervisorsEngaging in any kind of performance appraisal
43 How to Manage Entitlement Driven Persons Give specific meaningful tasksBuild in opportunity for success – Let them know why their work is importantKeep individual accountable for performanceState specific goals & expectationsTrain to ensure full understanding
44 Accept no excusesConduct regular evaluationsGive almost instant feedback to increase motivationAsk for feedback on your assistanceReward 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 programsFlexible schedulingIndividual & team goalsTraining & retraining programsOpportunity for lateral movement
47 Whole Person Involvement Individuals are asked to make a commitment to the organization through:Voluntary overtime to finish taskParticipation on special task forces or teamsVoluntary education in areas relating to job
49 Continual Training There is always something new to be learned What you learned yesterday may be out of dateOnly continual learning will keep you in the gameLifelong learning must become a daily habit
50 Tips for Aspiring Change Agents Be open to imputNetwork!Actively involve senior management at every junctureDocumentLearn & shareHave no fearKnow the business before changing anythingLaugh a lot9) Finish what you start
51 Personal Coping Styles The Entitled EmployeeThe Productive EmployeeThe Fear Employee