1. Leading your team through change
Workshop 2

2. Part 2: Objectives
Develop techniques for handling reactions to change and overcome resistance
Manage individual and team performance through change
Develop plans for consolidating change and building teams
Welcome back
Ask: what did we cover in session 1:
Flipchart responses.
Get: Kotter's 8 stage model, line manager’s role in change & skills needed, communicating change building personal resilience, change curve, reactions to change & different types – cynic, saboteur, co-operator, fence sitter, champion (remember not labelling people just trying to understand different behaviours and how to support)
Ask: Any thoughts since Session 1 - experiences, actions tried, observations
Objectives for this session – cover slide

3. Spread of reactions .
9.35 to 9.45
Ended last session by asking you to think about where your team members/people you work with may be on this curve.
Ask: How did you find that? (confidentiality/ no names). What was the spread?
Also asked you to think about a conversation around change that you need to have – everyone bought that with them?
Will never change
Only change when no other option
Wait to see what happens
Get included from the start
Lead the change
Actively resist change
Actively welcome change
Go with the flow

4. Dev Excited by the prospect of change. Been feeling in a rut
Ready for a new challenge
9.45 – 9.55
So now going to step away from real life for a bit and look at some case studies.
Introduce 4 characters to meet - refer to Handouts Page 2.
You have just communicated a change to them & they’ve reacted in different ways Go through slides – ask them which ‘type’ each one is.
Now opportunity to look at them in a bit more detail:
Divide into 2s/3s - get each group/pair a to read and discuss how they would deal with each character (what tactics would they use) – Handouts page 3.
Focus on how you’re going to support them.
When finished get them to think about ‘co-operators’
9.55 – 10.10
Go through slides and ask for feedback on their tactics for dealing with them (see handout)
Dev (champion)
In the team meeting, Dev was excited by the prospect of change. From previous discussions with him, you know he’s been feeling in a rut and is ready for a new challenge.
If manager taps into his enthusiasm, listens to his ideas and questions, he will commit to support them.
However if manager dampens his spirit, doesn’t listen to him, doesn’t give him a role, then he will be disappointed and lose interest

5. Polly Pretty vocal Number of objections and concerns.
Dismissive of Senior Management
Polly (saboteur)
Polly was quite vocal in the meeting. She raised a number of objections and concerns. She was quite dismissive of the ability of Management to make the right decisions.
She is concerned that management just don’t understand what it’s like to do her job. She feel stressed and angry about constant change.
If manager gives her a chance to vent her feelings, she’ll calm down, If the manager tries to shut her up or talk over her she will stay angry or at least sulky.
Ask her about her specific concerns and tackle them – get to the root of her resistance.
Challenge as appropriate – impact on other people

6. Gina
Didn’t say much.
‘I don’t know. We’ll just have to wait and see what happens, won’t we?’
Gina (fence sitter)
Gina didn’t say much in the meeting. On the way out you asked her how she was and her reaction was ‘I don’t know. We’ll just have to wait and see what happens won’t we?’
She feels confused by the proposed change. She can’t understand what it will mean for her.
Swing voter!
If manager listens to her and gives her a clear idea of what to expect – and it sounds like it may benefit her then she will buy in to the change. If the manager s vague and unhelpful, she will stay on the fence.

7. Chas Lot of head-shaking and sighing Tendency to be negative
‘Just another pointless change.’
Chas (cynic)
Chas did a lot of head-shaking and sighing in the meeting. He has a tendency to be negative anyway and said this was ‘just another pointless change.’
If manager really tries to understand his concerns he will soften his attitude. If the manager just tries to talk him into accepting the change, he will stay negative.
Pick up on co-operator

8. Supporting individuals
Invest time
Build trusting relationships
Listen
Acknowledge emotions
Provide reassurance and support
Be fair and consistent
Communicate clearly – be honest and don’t overpromise
Follow through – be reliable …
10.10 – 10.15
Summary
Speed of transition will depend on individual's self-perception, amount of control they have in the process, other past experiences, and how these all combine to create their anticipation of future events.
As a manager you need to provide support to all team members – go through bullet points on slide – these will all help to overcome resistance.

9. Handling conversations
A department has just moved offices to the outskirts of Cambridge.
A manager meets with a member of staff who is unhappy about the move to see how it’s going…
Bev Weston (Head of Estate Projects, EM) and Jane Rawlings (PPD)
10.15 – 10.25
So we’ve talked a lot about people’s emotional reactions to change, and you’ll all be having these challenging conversations with team members.
So lets see a manager in action – when watching the video look for techniques that the manager uses to manage emotions , build resilience and overcome resistance. Handout page 4 – jot down notes as watching video. Remember it is a role play so has limitations, wasn’t scripted and certainly isn’t perfect so also consider what you might do differently.
Play video
Debrief: What did we see/hear Bev do?
Kept calm
Gave options and kept them open
Nodding, listening
Empathised
Gained agreement
‘expressed concern about being here’
‘Talk though how you’re finding it’
Type?
Probe, be more specific about concerns – (children, travelling)
‘Don’t want you to be stressed’ – separate the issues
Problem solving – look for options
Being open, flexible
Maintaining customer service
Summarising and meet again
Do differently: get her to come up with solutions then more likely to take ownership

10. Your chance to practise
In pairs, use the preparation you did after day 1
Brief your partner on likely response
5 minutes – have the discussion ‘in role’
5 minutes – discuss and feedback
Reverse and repeat
– 11.00
Activity using case studies: Practise giving feedback. Handout page 4
30 minutes
In pairs, use your preparation after day 1 to practise a conversation with your team member.
Brief your partner to respond ‘in type’.
Have the conversation.
Reflect on what worked well, and what you might do differently.
Reverse roles and repeat.
Ask: What worked well? Anything you might do differently when you do speak to them?
11.00 – Break

11. Managing performance through change
11.10 – 11.20
So we’ve looked at handling different change ‘types’ but what about handling business as usual during change.
Whilst change can often have a positive effect on some team members e.g. your Champions will be energised and motivated, there is a danger with others that there is a dip in performance and productivity, people take their eye off the ball, spend too much time and energy thinking about the change and worrying about things they can’t influence, and ‘business as usual can take a back seat.
Activity in pairs: Discuss how you can ensure that individual and team performance levels remain high during a period of change? Handout page 5
Feedback
Get: regular communication – team and 1 to 1
1 to 1 development meetings
SRD meetings
Setting team & individual goals & objectives
Clarity around roles and responsibilities
Priorities – keep workloads reasonable
Limit changes to BAU.
MBWA – know what’s going on
Give feedback – CEDAR
Continuous learning and development – identify what new learning and development opportunities there are for people
Performance management
Celebrate successes
Overall what is needed is strong leadership – as usual!

12. Kotter’s 8 stage model for managing change effectively
Rationale
Team
Vision
Communicate
and consult
Empower
Create quick wins
Don’t let up
Make it stick
Implement and sustain
Engage and enable
11.20
Going back to Kotter's model, you’ve created the climate for change, you’ve engaged and enabled by communicating, overcoming resistance and harnessing your champions, and you’ve kept team and individual performance levels high.
So now we’re going to think about the final two stages - Don’t let up & Make it stick
Kotter argued that many change projects failed because victory is declared too early and not enough emphasis is put on the final stages.
The implementation of change is just the beginning.
To ensure successful change you need to develop processes that constantly review and improve the changes that have happened and make the change part of the culture of the team and the department.
Create climate for change

13. Consolidating change Ask yourself and your team:
What were the aims at the start?
How well did we achieve them?
What still needs to be achieved?
What have we learnt for next time?
There will be new ways of working to embed, you may be in a new location/building, the team itself may have changed or teams may have been bought together so the whole dynamics may have changed, there will be new processes and procedures in place and things will still be constantly changing and evolving.
So you can’t just sit back and relax! You need to review where you are.
Once you’ve asked yourself these questions (slide) open up the discussion to the team to find out what they think – never assume you know what your team thinks! Keep their involvement going. Balance between learning from the change and moving on to BAU.
Link back to Kirsty Allen clip – she said ‘tell them it’s over’, ‘in her experience people settle into business as usual surprisingly quickly’.
I would argue that’s because she put the work in at this end stage.
Activity in pairs: What can you do to help consolidate and embed change in your team to make it business as usual. Handout page 5
Get: Keep setting stretching targets to move change forward and ensure that any revised objectives are clearly communicated. Set goals to keep momentum going.
Foster and encourage determination and persistence
Emphasise need for ongoing change Update procedures
Highlight achievements & talk about progress made at every opportunity
After every success, analyse what went right, and what needs improving and write it down.
Reinforce positive behaviours & recognise & reward people who support change
Include the change ideals and values when hiring new staff
Change will often have a positive effect on individuals so build on their new skills and confidence.
Reinforce and remind
Don’t make tweaks too soon – unless there is a genuine problem.

14. Team changes
11.30
Do you remember in first session we talked about how change is constantly happening – refer back to flipchart of minor changes from Day 1 – and that there are constant small changes going on.
One thing that is often changing is your team itself.
So let’s think about your team and how the dynamics within the team may have changed. Whatever else is going on there are always changes happening within teams, whether that’s people leaving, new people starting, team amalgamating or a new manager in place.
It’s worth looking at the stages a new team goes through – this can either be a brand new team or an established team that has had changes within it.
For a team to go through these stages it doesn’t need to be a major change for the dynamics to be affected.
Remember that high performing team of yours with Dev, Polly, Gina and Chas?! Well imagine the impact of adding Nina and Bob to the mix!

15. Stages of team development
Forming
Storming
Norming
Performing
Mourning (or celebration)
(Tuckman 1965)
This model was developed by Bruce Tuckman , Professor of Educational Psychology at Ohio State University, in 1965 who did a lot of research on how groups operate. Old model but has stood test of time.
Ask: Has anyone seen this before?
Understanding this cycle can be helpful as, handled appropriately, the stages that teams go through can be a very healthy process. It will help you as a manage to understand what is going on in your team.
Tuckman’s model explains that as a team develops maturity and ability, relationships establish and the role and leadership style needed by managers will change at each stage.
So we’ll just look at the stages in a bit more detail …

16. Tuckman: key characteristics 1
Stage
Typical duration of stage
Key characteristics
1. FORMING
Short
Polite
Quiet
Observing rules
People getting the measure of each other
Not very creative
2. STORMING
Medium
Conflict can occur
Challenge of opinions/decisions
Making judgements about others – who to trust
May be less productive
11.35
FORMING
Shortish stage usually. Characterised by team members quite often polite to each other. Atmosphere quiet. People getting to know each other, getting the measure of each other. Typically not a creative stage. High dependence on the leader for guidance & direction. Team members behave independently of each other.
STORMING
Sorting themselves out, may feel uncomfortable but this is normal when responding to change. Members challenge each other on the purpose of the team and task and draw conclusions from that i.e. identify each other strengths and weaknesses, who they can trust and respect, who they might have conflict with. Possible for conflict to arise can be quite subtle. May get cliques forming & there may be power struggles. Challenging phase but normal

17. Tuckman: key characteristics 2
Stage
Typical duration of stage
Key characteristics
3. NORMING
Medium
Establishing norms of behaviour/practice
More creative/productive
More confidence in each other
4. PERFORMING
Long
Productive
Creative
Harmonious
Resourceful
Resilient
NORMING
Ground rules of working together have been established. Team starts to be a bit more creative and productive. There is agreement and consensus amongst the group. People have clear roles and responsibilities.
 PERFORMING
This is the most productive and harmonious phase for the team. The team has a shared vision, makes decisions itself and work towards achieving goals.
NB: even the most high performing teams will revert to earlier stages in certain circumstances e.g. change in leadership may cause a revert to Storming
Another stage of development can be MOURNING when a member of the team leaves/new member arrives, new team leader, significant change, or project comes to an end, and then REFORMING takes place.
Stages 3 and 4 can sometimes be hard to reach as teams can stick at one of the earlier stages and the manager needs to encourage and make necessary interventions to move them on.
Ask: Does this seem familiar? Has anyone consciously gone through this process? A new project, new job, new team.
Activity: In pairs discuss your role as a manager at each stage. Handout page 6 (or if not time just ask them)
Feedback
Summarise:
FORMING
Manager’s role- encourage people to get to know each other, provide opportunities for that and make clear the task and what is expected of the team members. Clarify tasks and expectations. Team relies on leader for guidance and direction, manager’s role is directive both for the team as a whole and individuals. MBWA. Understand individuals strengths and weaknesses.
STORMING
Manager needs to provide support, structure, set ground rules, try to dissipate and resolve conflict, focus on the task, foster team relationships, keep calm. Need to coach team members. Remain positive. Explain what is happening is normal. Can be useful to be questioned and challenged.
Manager there to guide and ensure good practice is established as a culture within the team. Offer guidance and support as needed, but more of an enabling and facilitative role now.
With the team working effectively, the manager can take on a delegator role and a more light touch approach. Regular praise is useful to keep the team motivated. Development of individuals is priority at this stage. So offer development opportunities.
Give out Tuckman handout
Activity: In your pairs discuss where your team is now in terms of Tuckman’s model, what makes you think that and what do you need to do to move them on to Performing if they’re not there already or what you need to do to keep them at Performing if that’s where they are. Handout page 7

18. Building your team
Develop team-working, cooperation, morale and team-spirit
Provide a collective sense of purpose
Anticipate and resolve group conflict, struggles or disagreements
Develop the collective maturity and capability of the group
Enable, facilitate and ensure effective internal and external group communications
12.10
Summary
Cover slide – overall these are the things you need to do to build your team.

19. Individual and team resilience
Resilience is the ability to recover quickly from setbacks and adversity
11.55
Remember in session 1 we talked about the importance of building your personal resilience, well I just want to remind you about that and the importance of you being resilient but also supporting your team to be resilient.
If you help your team members develop their personal resilience then that will build resilience within the team.
A high performing team needs to be resilient if it is to stay high performing, to stay at ‘Performing’ in Tuckman's model, particularly through periods of change.
(7 characteristics of resilient people:
Realistic optimist
Emotionally aware
Empathetic
Risk takers
Problem solvers
Confident
Tolerate ambiguity)

20. What will you… Start to do more of? Stop doing (or do less of)?
Continue to do?
Think it, ink it, do it, review it
12.00
So today we’ve talked about individuals within a team and teams as a whole when it comes to change, so finally I want to bring it back to you and your leadership through change.
Leadership Questionnaire page 8 of handouts – opportunity for some self reflection.
5 – 10 minutes to complete then discuss in pairs and agree what you are going to do differently
Then individually think about what are you going to start/stop/continue doing in relation to a change you are dealing with or leading change generally – action planning page 9 of handouts.

21. The end 12.25 The end? What do you see?
A sunset – the end of change or the end of what was the ‘norm’
For some a sunrise – change carries on, affecting you and others. Opportunities.
Thank and close