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Embracing ChangeKeeping Morale and Productivity Up When Times are Tough
ISO-405-PD-EV-6101-V3.0
Bethany Berkeley @DCNDMNBethany 701.476.8734 [email protected]
Objectives
1. Understand the barriers to progress and productivity when facing change
2. Understand the types of stress employees and organizations experience throughout change
3. Enhance employee engagement throughout change by using intention and positive communication to: • Build Relationships • Handle difficult conversations
Common Categories of Organizational Change
• Changes in organizational structure
• New or updated products/ services/ processes
• Changes in leadership
• New technology
• Mergers and acquisitions
Barriers to Morale and Productivity
Barriers to Progress and Productivity: Fear and Uncertainty
Common Employee Beliefs Throughout Change:
1. People are getting let go. I should start looking for a new job now.
2. The new leadership is going to change our company in negative ways.
3. My workload is too heavy and I can’t keep up.
4. Leadership doesn’t understand what we’re going through.
5. I have no idea what is going on. I must not be valued enough to be informed.
From Fired Up to Burned Out
Motivation + Commitment
Paralysis
Boredom
Blame
Disengagement
Comfort + Routine
Resentment
Disenchantment
8
7
6
1
5
2
3
4
The Burnout
Cycle
Escape
9
• Chronic work stress
• Physical health symptoms at work
• Issues with work-life conflict
• Feeling cynical and negative toward others during the workday
Barriers to Progress and Productivity: Stress and Disengagement
*Source: American Psychological Association 2017 Work and Well Being Study
• Distrusting of employer
• Have a belief that management has a hidden agenda
• Intend to seek new employment within the next year
Barriers to Progress and Productivity: Stress and Disengagement
*Source: American Psychological Association 2017 Work and Well Being Study
• Workplace Silos • Drama and gossip • Lack of productivity and engagement• Turnover and retention issues
Barriers to Progress and Productivity: Organizational Impact
Individual Stress Team Stress
Negative Organizational
Culture
“Culture does not change because we desire to
change it. Culture changes when the organization is
transformed; the culture reflects the realities of peopleworking together every day.”
– Frances Hesselbein
Boosting Productivity and Morale
How do we Embrace Change?
Emotional Change
Behavioral Change
Performance Change
Physic
al
Menta
l
Socia
l
Three Pillars of Perspective: Reducing Stress and Worry
Dale Carnegie’s Relationship Pyramid
InfluentialChange
Enhance
Teamwork
Connect with Others
Demonstrate Leadership
Change Attitudes & Behaviors
Gain Cooperation
Create Accountability
Strengthen Relationships
Build Trust
External Awareness
Resentment
Compliance
Indifference
Why is self-awareness important when navigating change?
Activity:
1. Take self-assessment.
2. Discuss with partner your results and what you learned:
– What are your opportunities for improvement in adjusting to change?
– What are your strengths in adjusting to change?
Embracing Change: Self-Awareness
Using Dale Carnegie Principles to Build Engagement
THINK – PAIR – SHARE
• When you could have used this principle when navigating change with a coworker?
• What benefit would they have received?
• How can use the principle in the future?
Using Dale Carnegie Principles to Build Engagement
THINK – PAIR – SHARE
• When you could have used this principle when navigating change with a coworker?
• What benefit would they have received?
• How can use the principle in the future?
Using Dale Carnegie Principles to Build Engagement
THINK – PAIR – SHARE
• When you could have used this principle when navigating change with a coworker?
• What benefit would they have received?
• How can use the principle in the future?
Using Dale Carnegie Principles to Build Engagement
THINK – PAIR – SHARE
• When you could have used this principle when navigating change with a coworker?
• What benefit would they have received?
• How can use the principle in the future?
Handling Difficult Conversations
Handling Difficult Conversations
You in most
conversations
You in crucial
conversations
Handling Difficult Conversations
What do I need to communicate?
Why do I need to communicate it?
What evidence do I have?
My example is…
The evidence shows me that …
Therefore, I believe…
Cushions
Cushions Do Not Cushions Do
Agree
Disagree
Answer
Allow time to think
Find Points of Agreement
Show we listened
Cushions
Cushion Your Response Avoid Using
I heard what you said.
I understand what you said.
I appreciate your view.
That’s an interesting point of view.
…
But …
However …
Nevertheless …
Handling Difficult Conversations
Handling Difficult Conversations: Practice
THINK LISTEN CUSHION + SPEAK
What? I need to communicate a new policy change to the team.
Why?
What Evidence do I have?
Put things in their
perspective and read their emotions.
“I understand your point of view and appreciate your perspective. I know change is hard on everyone….
- AVOID BUT/HOWEVER/NEVERTHELESS -
While it may seem like a burden now and you may not agree, the policy will enhance efficiencies and make our lives easier long-term.”
Communicating Effectively Through Change: Practice
Example 1:
Your employer is asking you to implement changes that you know people won’t receive well. How do you deliver the news to employees?
Practice: One person is employee and one person is Human Resources.
Example 2:
Your supervisor is asking you to make a change you don’t fully agree with and you don’t have time to implement.
Practice: One person is the supervisor and one person is Human Resources.
