Enabling Managers to Engage the Organization

“The shortest distance between two people is a story” Terrence Gargiulo

Mozer Fakhruddin Principle Consultant

We are hardwired to seek and make sense of the world through narratives.

Story Telling

The Brain & Transformation

Pre Frontal Cortex (PFC)The PFC is the short term memory where new data is processed. Very logical part of the brain. 6 Sec behind Amygdala

Orbital Frontal Cortex (OFC)Looks for “errors” or things that don't match what we are comfortable & familiar with.

Basal GangliaHabit part of the brain keeping info on how things are usually done . Very comfortable to do things using this part of the brain

AmygdalaThis is the alarm bell which puts the person on high alert & high stress to “fight or flee”. It makes emotion control your decisions.

NeurotransmittersThis happens at the moment of Insight and releases a strong pleasure drug like endorphins.

Self Directed Neuroplasticity When one has insights the Brain makes new chemical connections on its own.

The explanation is hidden in 6 key chemical processes of the brain which then determine how the MIND reacts.

Mozer Career : Microcosm of the History of Obedience

1989 1991 1995 1998 2002 2004 2009

Scientex SONY BP Malaysia

BP Marine BP HR Bumi

ArmadaMy

Talent

Instruction Telling Procedures Carrot & Stick Humanism Complexity Energy

Change Management

Resistance RISK ANALYSIS. Analyze & stop objections

Confirmation Bias

“Who am I” Build trust

Intention COMMUNICATION

Tell people the Answer Why I am Here

Share what WIIFM before

WIIFY

Attention PROCESS REENGINEERING

Study and tell them the right

way

Expectation Shapes Reality

Appreciative Inquiry

Engagement HUMANISM

Listen empathetically

to people so they feel good.

Attention DensityTeaching/

Values/Vision Stories

Insight TRAINING RE-FOCUS

Teach people to do it the right

way

Teaching Values – Own Insights

Neurotransmitters

Action BEHAVIORISM

Dangle reward & fire those

who are not up to scratch

Attention DensityAutonomy Mastery Purpose

The Relevance of Gen Y

Baby Boomers1945

Gen X1964

Gen Y1986

Veterans1925

“This is what we expect from you”

“I am Loyal & to the company and dedicated to my work ”

“You are the boss and you tell me what to do

“Do it your way-there aren’t a lot of rules here”

“We want you to have a life”

“We do not believe in hands on supervision”

”You’ll be working with other bright, creative people”

“We invest a lot in training”

“You and your co-workers can help turn this company around”

Millennium Gen2000

You’re important to our success”

“You’re valued here”

“We need you”

“I approve of you”

Organisations now depend more on people who are Complex, unpredictable, dynamic & Resistant to engineering

Obedience is no longer what it was!

Change Management Process 1.0 Plan

Introduction and Overview

BCM Model

Change Management Foundation Approach

1. Plan

2. Assess

Triggers for BCM Services

Tools and Templates Overview

6

Business Case &

Vision for change

Change Risk Analysis

Change Strategy

Stakeholder Management

Change Leadership

Involvement Strategies

Benefit Realization & SustainablePerformance

People Transition

& WorkforceEffectiveness

Organizational Integration

Global Behavioral

Change Management Methodology

Plan Assess Design Implement Monitor4.0 5.03.02.01.0

Change Management Foundation ApproachPhases, Objectives, Elements and Core Tools

The elements of the Change Management Foundation Methodology align with the five phases of the BPI approach as shown below. Each element has associated tools that are applied to create the key deliverables in each phase. Communication is a distinctive aspect of effective change management, and runs throughout the life cycle of the project.

Establish vision, goals and desired

outcomes

Assess organizational risk and cultural readiness

to develop the change strategy

Develop change interactions to address

key target groups affected by the change

Support transition to the new

environment

Track benefits of change and support

sustainability of performance

Project phase

Elements

Objective

Change ManagementFoundationTools

• Business Case for Change Framework

• Stakeholder Analysis

• Communications Assessment

• Change Risk Analysis

• Stakeholder Management Framework

• Communication Strategy and Plan

Additional tools available in BCM methodology.

Additional tools available in BCM methodology.

Plan Assess Design Implement Monitor

Business Case and Vision for Change

Change Risk Analysis

Analysis

Stakeholder Management

Change Leadership

Engagement

Communication

Additional tools available in BCM methodology.

7

8

Our methodology manages the organizational risk to achieve lasting change…

Case for change

+ Clear shared vision

+ Guiding architecture

+ Leader and stakeholder commitment

+ Effective communicatio

n+ Cultural

fit

+ Individual and team capability

+ Performance measures

=Lasting change

=No action

=No direction

=No role Ownership

=No role models

=No knowledge

=Not lasting

=No willingness

=No reinforcement

=Lasting

change

9

Human Reactions to Process

Humans are afflicted by what psychologists call the confirmation bias, which results in us digging in our heels whenever someone tries to convince us to change our minds with sophisticated rationale.

The Power of Story Telling

The shortest distance between two people is a story” Terrence Gargiulo

Story Telling is a tool that leaders use to connect with people and truly engage them to an idea or situation. They unleash a part of us that PowerPoint slides and logic can never reach. More so in the age of Gen-Y where simply telling will get you nowhere.

We all tell stories, some people just better than others. This programme teaches leaders how they can use a method to structure and use stories more powerfully.

Typical Transformation Plans

Engagement is thought to be about mitigating and overcoming Change resistance. Consultants try persuading people through a structured web of interventions and wizardry to coax them to think, behave and do things.

Stakeholder Management

Change Leadership

Involvement Strategies

Typical Transformation plans have has no place for authentic inquiry into what people think or say.

The plan does not allow people to discover their own insights.

The language is built around how do I persuade you to agree with what I am saying.

But people are more complex than that and very resistant to re-engineering. They are not persuaded by such wizardry and often fight back leading to a failed transformation. So how do we transform?

Moment of Insights

When people solve a problem or get and insights themselves, the brain releases a rush of neurotransmitters which have the effect like endorphins, it gives pleasure. At this point there is a big burst of energy which can make physical changes in the brain structure and by this change our mental maps without alerting the amygdala. Telling them or persuading them to change their mental maps does not change the connections in the brain and therefore does not change their mind.

The secret to change someone’s mind and to engage them is by creating moments of insight which will in turn make physical changes in the brain

When Do I use Stories

Change the Culture by Changing the stories that are told

Stories Create Faith

People are resistant to engineering

Listen to the Stories of your organization

Storytelling

Make your story their story

My own insight, own conclusion

People’s stories are what you focus on. What stories do you want them to tell?

What stories are told in corridors?

Story Telling Applications

Collect Stories TellStories

Listen to Stories

Collect stories to gain Insights into what is really the Present.

Engage people, let them believe and answer to call to arms

People’s individual Stories give you an assessment of their preferred styles

The Six Stories We Need To Tell

Story Topic Why

Who am I Emotional something that happened to you People need to know you

Something that you are passionate about

Why I am here

Idea you want to implement that ties to something you are passionate about

Show Honesty –Kill Hidden Agenda expectation

Tells people what you are trying to do and explains why

Vision The future you see for your organization Transmit your passion

Problematic situation and what you want to do about it

Teaching How you “overcame” to be successful in something Teach but let people take their own learningWhy a concept or idea is important

Values Doing a difficult thing because it was the right thing to do Teach but let people take their own learningDemonstrates a value like patience or teamwork etc.

I know what you are thinking

Where you blew it and how you learnt your lesson in humility, etc. Put the “elephant” on the table and deal with itA story which admits your weakness but also how you live with it

Making Purposeful Transformations

• Lead with a clear Intent and attention towards the purpose you want to achieve

• Teach methods to let people explore and solve problems themselves. • Paint broad pictures of change required and let people come to their own

insights in terms of what it means.• Use storytelling and sharing of experience as means to avoid pushing a new

idea to people• Build a big purpose to rally people around rather than manipulate with

reward schemes.• Build attention density by focusing on a few things that are key. Reinforce

that message in every way you can, through communication, process and your actual behaviour & actions.

• Approach the people in a purposeful and positive way by building expectation on what is the future reality that we are building. Don’t focus on all the things that are wrong.

Story Telling Programme Structure

Premise – The focus of the programme will be to teach people managers to use stories to paint a vision or strategic direction, share a lesson, convey values or illustrate desired behaviours. Stories also have an ability to forge deeper connections between people, so inspiring them to focus their attention and take action.

Concepts

1. I Introduction to “How to Craft Stories” -6 Different Types

"Who I Am" stories

"Why I Am Here" stories

"The Vision" story

"Teaching" stories covering various Teachable Points of View (TPOV)

"Values-In-Action" stories

"I Know What You Are Thinking" stories

2. Conveying Emotion Effectively - emotion united with a strong idea is persuasive. We remember what we feel. And our emotions inspire us to take action.

3. Making Stories Concrete - the ability to transport us imaginatively to a place where we can visualise the events being recounted.

4. Making, Stories Memorable -we are up to 22 times more likely to remember a story than a set of disconnected facts

 5. Leveraging Stories as a Pull Strategy - unlike the push strategy used when we argue in a more traditional way. Stories engage the listener, pulling them into the story to participate in the conversation, rather than telling them what to think.

7. Listening to Stories - How do you help the story teller to give you data and experiences , NOT opinions

Practicing Crafting Stories, Story Telling and listening to stories. Group of 8 people allows facilitator to do one on one coaching and feedback.

CostDESIGNThe cost of design is a one time cost and will not be incurred for repeat programmes

Waived

DELIVERYThe cost of delivering the programme includes the facilitator and the presentation. The cost is per day or any part of a day.

RM7,500

COACHINGWe offer one to one coaching on demand. This arrangement is based on a nominal retainer fee for every 12 hours a month as an estimate but we would respond as needed regardless of the time.

RM5,000

Post Training EngagementWe will engage participants after the course via email and phone to gauge absorption of knowledge and offer support in any gaps.

Cost to be discussed