Stay Afloat: Confidently Managing
Change One Iceberg at at Time
Jerrica Stovall
Tuesday, February 25, 2020
We want to acknowledge that we, as an Association and members of this event, are gathered on the traditional and Native land of the Ute Nation. The term
Ute means "Land of the Sun". The Ute people are the oldest residents of Colorado and their nation ranges past Colorado to include parts of: Utah,
Wyoming, Nevada, New Mexico, and Arizona. We want to take time to acknowledge the original and rightful owners of this land.
Learning Outcomes
Participants will be able to
Articulate the eight components of navigating change within their organization
Identify their working styles and attitudes via the associated personality assessment
Identify the working styles and attitudes of others via the associated personality assessment
Develop a plan to navigate change in their organizations
Change management is a collective term for the process of all
approaches to prepare, support, and help individuals, teams, and
organizations in making organizational change.
“Change is inevitable in organizations, and when it
happens, leadership often underestimates the impact
those changes have on employees,” said David W.
Ballard, PsyD, MBA, head of APA’s Center for
Organizational Excellence. “If they damage their
relationship with employees, increase stress levels and
create a climate of negativity and cynicism in the
process, managers can wind up undermining the very
change efforts they’re trying to promote.”
*play video
Thoughts.
Reactions.
Set the Stage
1. Create a sense of urgency.
Not Panic
Spark Initial Motivation
What you can do:
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Be Forward thinking - identify potential road blocks, and show what could happen in the future
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Examine opportunities - *emphasis on opportunities
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Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
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Request support from “Champions”, outside stakeholders and industry people to strengthen your argument.
Set the Stage
2. Pull together the guiding team.
Have your Champions convince people that change is necessary.
What you can do:
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Ask for an emotional investment from these people.
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Work on team building within your change coalition.
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Check your team for weak areas, and ensure that you have a good mix of people from different departments and
different levels within your company.
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If you look at the companies that are good at initiating a major change, increasingly you'll find that it doesn’t work
if the top few try to do all the heavy lifting.
Decide what to do
3. Develop the vision and change strategy.
Change to what? Too many change initiatives might indicate that you haven’t done this step well. You’ll get
change burnout and more resistance
What you can do:
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Determine the key values that are necessary for change.
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Create a strategy to execute that vision.
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Ensure that your champions can describe the vision in five minutes or less.
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Practice your "vision speech" often.
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Make it Happen
4. Communicate for understanding and buy-in.
Talk about “it” every chance you get.
What you can do:
Use the vision daily to make decisions and solve problems.
Walk the talk.
Address peoples' concerns and anxieties, openly and honestly.
Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the
vision.
Make it Happen
5. Empower others to act.
Remove barriers so that people can act on the new direction. Get the “junk” out of the way to get the momentum.
Empowerment, but not a free-for-all—competent training may be called for.
What you can do:
Look at your organizational structure, job descriptions, and performance and compensation systems to ensure
they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Make it Happen
6. Produce short-term wins.
It’s critical because you always have skeptics. Tangible success will help to drain the power from these people and bring
them on board.
What you can do:
Look for sure-fire projects that you can implement without help from any strong critics of the change.
Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt
your entire change initiative.
Make it Happen
7. Don’t let up.
Even after the win, keep up the pressure to keep the momentum going. Be relentless until you reach the end goal.
What you can do:
After every win, analyze what went right, and what needs improving.
Set goals to continue building on the momentum you've achieved.
Make it Happen
8. Create a new culture.
Make sure that it sticks—internalized.
What can you do:
Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that
you hear.
Include the change ideals and values when hiring and training new staff.
Change Styles Assessment
Begin with Row A and read the four
items in that row. Select the two (and
only two) items that best describe you.
Place a check mark next to those items.
Follow the same processes for Rows
B-J.
Next, review each column. Tally the
number of check marks in each and
record that number at the bottom of the
appropriate column.
Alice? The Professor? Louis? Buddy
Reflection Activity
One thing I’ve learned about how I navigate change
One way my change style may be a barrier to change
One way my change style may enable me to embrace change in a positive way
One action step I can take to help me navigate change
One thing a colleague could do for me to help me in my navigation of change
Before you go,
please evaluate this session!
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Open your NACA® app
Find and open this session
Scroll to the “Resources” section
Click on “Evaluate This Session”
Fill out the Google Form
Thank you!