motivating and retaining talent during times of change_hr forum - keystone, v 2, 021015

Motivating and Retaining Talent During Times of ChangeRebecca Osborne | Learning & Development – AmericasHR Forum Quarterly MeetingFebruary 10, 2015

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Keystone Partners HR Forum | February 10, 20152

Leading Organizational Change

“It is not the strongest of the species that

survives, nor the most intelligent,

but the most responsive to change.”

- Charles Darwin


Our Agenda

Increase understanding of:

The paradoxical nature of change

Resistance and how to build resilience

The leader’s role in change communication

The cycle of change assimilation and acceptance

1

2

4

3


Paradoxical Nature of Change

Represents loss of control

Disruption of the status quo, what we’ve come to know and accept

Positive vs. negative perception of change can make no difference in reaction

Individual ability to assimilate change – some will hit maximum capacity

What you’re feeling is normal!


Assimilating Change

Community(Local, Country, Global)

Professional (Work)Personal (Home, Family)


Aggregate Impact of Several Changes

As

sim

ilati

on

Po

ints

Us

ed

Micro

Macro Organizational

800

700

550

100

Future Shock Threshold

350


Our Agenda






1

2

4

3


Expect Resistance to Change

Resistance is common to both negatively AND positively perceived change

Individual perceptions of the change will determine level of resistance, either Overt or Covert

Resistance to change is normal!


Your Own Experience of Change

Activity

Keystone Partners HR Forum | February 10, 201510 10

Organizational Culture

“Corporate culture has a very strong immune system.”

Price Pritchett

High-Velocity Culture Change


Reasons why people resist change…

Level 1:“I Don’t Get It”

Level 2:“I Don’t Like It”

Level 3:“I Don’t Trust

You”

• Lack of information

• Disagreement over interpretation of the data

• Confusion over what it all means

• Emotional reaction

• Disruption of what’s predictable, status quo

• Fear of the unknown

• Resisting you, not the change itself (manager, deliverer of the news, “they,” the organization, etc.)

• Concerns about accountability, multiple “flavor of the month” change initiatives, consistent follow through

• Confusion over what it all means

Understanding Resistance


Turn Resistance into Support…

Level 1:“I Don’t Get It”

Level 2:“I Don’t Like It”

Level 3:“I Don’t Trust

You”

• Make your case

• Remove fear• Increase excitement

• Tend to relationships

Understanding Resistance


Resilience – Definition

Capacity to absorb high levels of change while displaying minimal dysfunctional

behavior

Daryl R. Conner

Managing at the Speed of Change


Resilience

Resilience is the single most important factor to successfully leading and adapting to change

Dysfunctional = any behavior or feeling that diverts resources away from meeting standards of performance excellence, in other words getting the job done

Direct connection to Functional vs. Dysfunctional behavior in the workplace


Resilient Employees – 5 Characteristics

Positive

Sense of security and self-assurance

Focused

Clear vision of what they want to achieve

Flexible

Respond easily to uncertainty

Organized

Employ structured approach to managing ambiguity

Proactive

Engage change rather than defend against it

4

5

1

2

3


Change Related Behaviors

Functional Resilient Empowered Productive Trusts others High Morale Motivated Committed Team Player Compliance

Dysfunctional Brief Irritation Frustration Low Productivity Poor Communication Reduced Trust Low Morale Defensive/Blaming Chronic Absenteeism Substance Abuse Sabotage


Building Resilience

Leaders must address…

What is changing?

Why is it changing?

How will it affect your business, department, location, etc.?

How will it affect each person individually?

What if some employees don’t support the change?


Resilient Employees…

Ask questions out of interest in the change

Present challenges out of concern for what it means

Suggest ways to deal with the challenge

Volunteer to help

Take leadership roles

Use “1st person” pronouns (I and we) instead of you and they when referring to the change

This is when you know you’ve shifted resistance into support!


Our Agenda






1

2

4

3


Silvan USS Montana

http://vimeo.com/83662045


Change Communication

Require an investment of time and effort

Promote, encourage, inform, inspire and be “matter of fact”

Deliver bad news as well as good

Be loud enough to be heard above the naysayers

Incorporate two-way exchange of information and ideas

Good communication must…

Communication is the crucial element to keep implementation moving forward.


Stages of Change Commitment

Deg

ree

of

Su

pp

ort

fo

r th

e C

han

ge

Length of Time Exposed to the Change

ContactAwareness

Understanding

Positive Perception

Installation

AdoptionInstitutionalization

Internalization

Commitment Threshold

Commitment Phase

Acceptance Phase

Preparation Phase

…in order to advance from one stage to the next along the commitment curve for

the change

Consistent and repeated communication is a leader’s responsibility…


Stages of Change CommitmentThreatened vs. Advanced

Commitment Threshold

Commitment Phase

Acceptance Phase

Preparation PhaseContact

Awareness

Understanding

Positive Perception

Installation

AdoptionInstitutionalization

Internalization

Unawareness

Confusion

Negative Perception

Decision not to

implement

Abandoned after

initial implementation

Abandoned after

extensive use


Building Commitment for the Change

Commitment of your workforce cannot be taken for granted

Built by careful planning and execution

Developed at individual rates

Happens at predictable stages over time

Communication is critical factor in each stage


Leading Others Through Change

EVENT

RESPONSE

RESULTMAPS

Interpretation

Emotion Behavior

X

Source: Full Circle Group


Communicating on Five Frequencies

Your decisions and actions

What you reward/recognize

What you tolerate (or don’t)

How you show up informally

Formal communications



Communicating on Five Frequencies


Reduce Uncertainty(be clear about what you know and don’t know)

Connect the Dots (so they can see where they fit in the big picture)

Actively Ask Questions(invite the resistance into the room)


Our Agenda






1

2

4

3


Cycle of Change Assimilation and AcceptanceS

elf

Est

eem

Time

Denial

Anger

Confusion

Depression

Acceptance

New Confidence

“The PIT”


Five Stages of Grief – E. Kubler-Ross

Denial Anger Bargaining Depression Acceptance


Feelings of Loss and Grief

Security – Job Competence – Knowledge, skills, abilities Relationships – People, team members Sense of direction – Goals, mission, purpose Territory – Physical location, area of responsibility Authority – Span of control, power


Table Activity – Workplace Case Studies

Step 1: (self reflection – 5 min) Thinking of the work/professional change that you are experiencing:

• Identify where your employees are in the cycle of assimilation• Identify where YOU are in the cycle of assimilation

Step 2: (table discussion – 10 min)• What fears of loss and/or grief are you/your workforce

experiencing?(Security, Competence, Relationships, Sense of direction, Territory, Authority)


Leader Rounding


What’s working well this week?

Where are you making progress? What are you proud of or feeling good about?

Anyone I should be sure to recognize this week?

What processes could be working better?

What else do you need to be performing at a high level?

Anything I need to know, but probably don’t?

Quick, informal conversations that you initiate


What Can You Do Now to Ensure Success?

Evaluate your own investment in pushing for change

Are you setting the climate for your colleagues? Direct reports? How are you seeking to fracture the old culture, old mental maps

inside yourself? Are you surveying the landscape for where resistance to change may

be the strongest?

Embrace and work closely with your “early adopters”

Identify areas of resistance and engage employees in discussion

Plan your communication strategy

Consider how YOU stay motivated during turbulent times

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Thank you.

CONFIDENTIAL

“A good hockey player plays where the puck is. A great hockey player plays

where the puck is going to be.”

- Wayne Gretsky


Back Up


Leader as Change Agent

ManagementPlanning

Creates orderEliminates risk

Short time frameDeductive

Produces plans & budgets

Organizing & StaffingDecision making

Specialization (job focus)Formal hierarchy

Compliance

Controlling & Problem SolvingConstrain energy

Prevent bad resultsSource: John Kotter, What Leaders Really Do


Leader as Change Agent

LeadershipDirection Setting

Allows free flow of ideasEncourages risk taking

Long term viewInductive

Produces vision, goals, objectives

Aligning ConstituenciesCommunications

Pulling together (network focus)Informal relationships

Commitment

Motivating & InspiringExpand energy

Make good things happenSource: John Kotter, What Leaders Really Do


Managing vs. Leading

Things Leaders Do…to set direction

Challenge the status quoView things broadly

Make decisive choicesAre not rigid

Create vision & strategies

…to align constituenciesCommunicate to everyone relevant

Keep the message simpleRepeat the message

Allow challengesMaximize credibility

Recognize the size of the task

…to motivate and inspireAppeal to the values of a group

Provide autonomyEncourage and cheerlead

Recognize and reward success

Source: John Kotter, What Leaders Really Do

motivating and retaining talent during times of change_hr forum - keystone, v 2, 021015

Documents

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change communication

keystone partners hr

change picture

leading organizational

cycle of change assimilation

negative perception

experience of change