Presentation on theme: "Thriving on Change Turning Challenge into Success"— Presentation transcript:
1Thriving on Change Turning Challenge into Success Presented By :Northern Employee Assistance Services
2ChangeThe only thing we know for certain about the future is that it will bring change.
3Our 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!!
4Three Reactions to Change ReactivePassiveProactive
5The 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.
7Preparing 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?
16Step 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.
17Step Three: Assimilation Slowly begin to try it.Confidence builds with familiarity.We use the change to our advantage.
18Step 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.
19Step Five: Integration Finally accept the change.Wonder what we ever did without it.Feel in control again.Change has become part of our routine.
20What Keeps Us Going?ChallengePersonal SatisfactionRewardsFear
21One of the changes that incite the most fear in people is the change in the underlyingattitudes of an organization.
22Ask 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?
23One of the chief causes of workplace stress is responsibility without authority.
24Realities 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
25People should expect to Receive affirmation of their strengths & skillsReceive encouragement for their strugglesReceive rewards for positive contributions
26In 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
27The 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
29More Accountability Meet preset goals Meet performance standards Be proactive in meeting goals & standards
30Each person in today’s organization is: Accountable to the teamAccountable to managementAccountable to self
31Leaders of today must Challenge people with a clearly defined vision Motivate people with internal rewardsCommunicate with information and feedbackListen carefully and constantly
32Greater Emphasis on Teamwork Members are:Accountable to one anotherSelf managingTask oriented
33To be effective Meet once a week Work in teams of no more than 15 Develop their own goals & performance indicators
34The Fear Driven Employee Sees change as:An economic threat – loss of jobA psychological threat – loss of securityA social threat – loss of power or authority
35Fear Causes This fear causes them to depend on leadership They want others to tell them what, how, when, & why to do it.
36This 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
37Managing 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
38The 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
39They work best when:Challenged and motivated to go beyond abilities & outside their comfort zonesChange provides the stimulation that keeps them at their jobs
40Entitlement 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
41Level of complacency is high Impact on organization can be devastating in lowered productivity & moralePlay it by the bookConformity is a protective shell
42Entitlement 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
43How 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
44Accept no excusesConduct regular evaluationsGive almost instant feedback to increase motivationAsk for feedback on your assistanceReward effort, skill development & progress
45They 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.
46Greater Emphasis on Individuality Work-sharing programsFlexible schedulingIndividual & team goalsTraining & retraining programsOpportunity for lateral movement
47Whole 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
48Reality = More Stress Increased frustration Increased Uncertainty Increased Doubt
49Continual 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
50Tips 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
51Personal Coping Styles The Entitled EmployeeThe Productive EmployeeThe Fear Employee