Leading Change
Goal
We live in an environment of constant and rapid change which can be both exciting and
Anxiety-producing. After today’s session you will have more knowledge and
confidence to embrace and lead change in your role as an emerging leader.
Objectives
This seminar will help you to:
• Understand the connection between change and transition—and why it matters!
• Identify self-management strategies to successfully move through the change
and transition process
• Identify ways to support others (including colleagues and customers) to help
them successfully move through the change and transition process
• Exhibit a proactive approach to leading change
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Change and Transition
“It isn’t the changes that do you in, it’s the transitions. Change is not the same as transition.
Change is situational: the new site, the new boss, the new team roles, and the new policy.
Transition is the psychological process people go through to come to terms with the new
situation. Change is external, transition is internal.”*
Two Types of Change
Self-Initiated
Examples:
Pros:
Cons:
Inherited
Examples:
Pros:
Cons:
*Source: William Bridges, Managing Transitions: Making the Most of Change (2003).
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The Three Phases of Transition
In transition there is an ending, a neutral zone, and a new beginning.* These phases are
not necessarily separate stages with clear boundaries; in fact, it is likely that you will be
in more than one of these phases at the same time. The movement through transition is
marked by a change in the dominance of one phase as it gives way to the next.
 2005-2011, Velsoft Training Materials Inc.
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The Three Phases of Transition—The Internal Process
Endings
Beginnings
Denial
Enthusiasm
Anxiety
Trusting
Shock
Excitement
Confusion
Relief/ Anxiety
Hopeful/ Skeptical
Resignation
Anger
Impatience
Acceptance
Fear
Realization of Loss
The Neutral Zone
Frustration
Creativity
Approach-Avoidance
Confusion
High Stress
Conflict
Undirected Energy
Guilt
This model is influenced by the separate work of Elisabeth Kubler-Ross and William Bridges
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Four Steps of Self-Management during Transition
Steps
1. Identify the
phase you are
experiencing
Endings
•
•
•
Neutral Zone
Feel anger, pain,
grief, and despair
Experience losses in
identity,
relationships,
structure, control,
turf, and meaning
Tend to deny
reality and refuse
to imagine possible
alternatives
•
•
•
Feel disoriented
and confused
Idealize the way
things used to be
Talk, but words are
often empty and
meaningless
New Beginnings
•
•
•
Feel sense of
belonging and
commitment
Let go of past
behaviors and
attitudes that don’t
meet the situation’s
needs
Clarify roles and
responsibilities
2. Focus on
opportunities
•
Acknowledgment
and acceptance of
what is no longer
•
Gain insight about
the past and
become creative
about the future
•
Focus on future
direction and
vision
3. Ask questions
•
•
What’s at stake?
What options are
available to me?
How can I cope
with the stress of
change?
•
What lessons have I
learned from the
past?
What do I choose in
the future?
•
What do I need to
make my vision a
reality?
What progress am I
making?
What support do I
need from others?
Have good-bye
ceremonies/rituals
Acknowledge
feelings
Get support
Practice self-care
•
•
4. Employ
strategies
•
•
•
•
•
•
•
•
•
•
•
Develop new skills
and knowledge
Acknowledge
feelings
Seek feedback and
ideas from others
Facilitate planning
Practice self-care
•
•
•
•
•
Celebrate successes
Acknowledge
feelings
Communicate
vision to others
positively
Acknowledge the
many things you’re
doing right now
Practice self-care
Adapted from Managing Change and Transition Toolkit, MTV Networks
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Resistance to Change:
Reasons Why Leaders Resist Change
•
•
•
•
•
•
Loss of power and control
Overload of current tasks, pressures of daily activities, and limited resources
Lack of skills and experience needed to manage the change effectively
Disagreement with the new way
Skepticism about the need for change
Fear of job loss
Question: How have you seen leaders (here at Penn State and beyond) resist change?
What was the impact?
Resistance to Change:
Reasons Why Employees Resist Change
•
•
•
•
•
•
•
Lack of understanding around the vision and need for change
Comfort with status quo and fear of the unknown
No role models for the new way
Connection to people who identify with the old way
Opposition to new technologies, requirements, or processes
Feel overloaded or overwhelmed
Fear of job loss, status, or quality of life
Question: How have you resisted change? How have you seen peers around you resist
change? What was the impact?
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You Can Help Others Adapt to Change by:
Dealing with Resistance
Source of Resistance
Insecurity
Fear of unknown
Don’t see a need for change
Change Agent Activity
Explain long term goals and positive impact
Provide additional information and encouragement
Listen to their point of view; Explain the situation
that the change is trying to improve and give
examples of the impact if change doesn’t occur
Feel overwhelmed
Break the change into manageable parts
Lack needed skills
Provide training
Are misinformed
Listen to understand; educate and communicate
What is one Change Agent Activity that you can currently utilize to help others turn
their resistance to change into acceptance?
What Change Agent Activity may you feel less comfortable utilizing in your current
role, and why?
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You Can Help Others Adapt to Change by:
Reinforcing Change
When Others:
Say they cannot
Make mistakes
Show they lack confidence
You Can:
Point out their past successes with learning new
processes; stay positive; be patient
Make it safe to make mistakes! Applaud their
efforts and coach them.
Show that you have confidence in them and their
abilities.
Master the skill
Tell them you knew all along that they could do it!
Feel like giving up
Listen and empathize; show that you won’t give up
on them.
Are critical of their own efforts
Say they will not
Return to the old method
Appreciate their efforts; point out what they are
doing well; encourage them to be patient with
themselves.
Encourage
themselves them and show them how they can
Help them understand the reasons for moving to a
new method; explain the consequences if they are
unwilling to move towards the change
What is one action that you can currently take to help others stay the course during
times of change?
What actions, if any, do you need further practice or coaching around in order to help
others stay the course?
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Focus on Control
Feeling out of control during times of change is common. There are many aspects of
change that we cannot control. Positive action involves focusing our energy on
situations where you have control, or can influence the outcome. Positive action also
means letting go of attempts to take action where you have no control or influence.
In every situation, there are factors that you can control, and factors you can’t. Focusing
on those things that you can control can help the transition go much more smoothly.
Below is an example of this practice in action:
Situation: You have a new boss
You can control
You can influence
You cannot control
Your behavior with her
Her perception of you
Her work style
Your work style
How your team works with her
Her expectations
Your attitude about her
Her attitude about you
Her motivations
Select a change you are currently experiencing. What part of this change can you
control? What can you influence, either personally or through others? What do you
need to let go of?
Situation:
I can control
I can influence
I cannot control
Exercise adapted from Stephen Covey’s The Seven Habits of Highly Effective People; Habit One: Be Proactive
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A Leader’s Guide to Communicating Change
During times of change, leaders must communicate more often, less formally, and with
less definite information. The following framework is a guide for communicating
change while meeting both the intellectual and emotional needs of individuals within
an organization.
Prepare
• How will individuals react to the news of the change? What is the likely impact
on them?
• How will you manage your own emotional reactions?
• How will you get buy-in and commitment from others to support the changes?
It’s important to recognize that you do not have to know all of the details to begin to
communicate. It’s OK to admit what you don’t know now but will share when you get
more information.
Guide Understanding
• Communicate in clear language.
• Discuss the current state of affairs: what you know and what you don’t know.
• Share your own feelings and thoughts about the situation.
• Explain what you are going to do, how you are going to do it, why you are doing
it and how it, will affect those involved.
• Seek input and begin to gain commitment from employees.
Encourage individuals to ask questions, share concerns, and to express their feelings.
Show empathy.
Follow Up
• Send clear and consistent messages. Communicate changes more frequently and
less formally.
• Remain open to and continue asking for others’ ideas and opinions.
• Check in just to see how everyone is doing, even if you don’t have new
information.
• As a leader, model and reinforce positive behavior during times of change.
Remember that you can enlist the support of other leaders to gain more knowledge,
strategies and methods to help yourself and individuals during times of change.
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A Leader’s Guide to Communicating Change:
What to Say in a Meeting
An effective meeting about change should describe the current state, include selfdisclosure, and provide possible outcomes.
Topics to Address
Key Points to Cover
What You Might Say
1. Describe the current
state:
What you know
• Let me share with you what I’ve
learned so far…; As a result,
what I think this means for us
is…
• What I don’t know yet is…;
however, I will continue to
communicate with you as I
receive new information
• The only thing we know for sure
is that there will be more changes
to come. We all need to be
flexible.
State as concisely as
possible the key facts.
What you don’t know
2. Include selfdisclosure:
Share your own
feelings and thoughts
on the current
situation.
3. Provide possible
outcomes:
Define your ends and
means for the future.
It is important to
recognize that different
people value different
of information.
What you like
What you are concerned
about
What are you going to do
How are you going to do it
Why you are doing it
Who it will affect and how
it will affect them
What you expect them to
do
• The good news for us about this
change is …; This change is
really going to help us by …
• What concerns me about this
change is …
• What this means for us is that we
need to start …, stop … and
continue to …
• One thought I have is to …; I’m
open to your ideas on how to …
• I think it’s important for us to be
proactive about understanding
this business initiative and what
we can do to support it.
• This change in our business is
going to affect all of us by …
• What are your concerns?
Adapted from training materials on JPMorgan Chase Intranet Website
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Something Else to Contemplate
Ronald Heifetz (one of the world's leading authorities on leadership) accuses us of
looking for the wrong kind of leadership when the going gets tough: “In a crisis we call
for someone with answers, decision, strength, and a map of the future, someone who knows
where we ought to be going—in short, someone who can make hard problems simple… .”
Instead of looking for saviors, we should be calling for leadership that will challenge us
to face problems for which there are no simple, painless solutions—problems that
require us to learn new ways.
An alternative image of leadership, argues Heifetz is one of “mobilizing people to tackle
tough problems.” Leadership, then, is not mobilizing others to solve problems we already
know how to solve, but to help them confront problems that have never yet been
successfully addressed.
This gives rise to a new mindset of leadership for leading complex change.
A Framework for Leadership: Leading in a Culture of Change
Enthusiasm
Leaders
Moral
Purpose
Understanding
Change
Relationship
Building
Coherence
Making
Knowledge
Creation
and Sharing
Members
Commitment
(External and Internal)
Results
More good things
happen; fewer bad things
happen.
Source: Michael Fullan’s Leading in a Culture of Change. (2001)
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Appreciative Inquiry: A Helpful Tool for Leading Change
Appreciative Inquiry (AI) is a relatively new approach to change and organizational
learning; a way of being, seeing, and thinking—an individual mindset. AI is an
organizational development model for facilitating positive change in human systems,
organizations, groups, and communities.
“The significant problems we face cannot be solved at the same level of thinking we were at when
we created them.”
- Albert Einstein
Appreciative Interview Guide
Purpose of Interviews:
As a Penn State Emerging Leader, you play a large role in supporting the mission of
Penn State and act as catalysts for positive change within this institution. The next
activity will encourage you to discover what is best with what you do, recognize it,
and replicate it for future success.
Keep in mind that this is your chance to think big and dream big. Answer the questions
as honestly as you can, knowing that there truly are no right or wrong ways of
answering.
You are purposely asked to answer very open-ended questions in order to help guide
you to what’s important to you as a Penn State Emerging Leader; however, please keep
in mind this phrase as the interview unfolds: “From good, to better, to best: celebrating
what’s right with our world.”
Adapted from questions in the Appreciative Inquiry Handbook by David Cooperrider, Diana
Whitney and Jacqueline M. Stavros
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AI Interview Questions:
1. Describe a time at Penn State when you really felt energized about your work
and in the process you were happy and fulfilled. Please describe to me what was
happening. Think about what you were working on and whom you were
working with. What group or individual benefited from your good work?
What exactly where you doing that you liked so much—and what did
success look like for you?
2. Consider the idea that the more we play to our strengths, the better we become at
all other things:
a. What do you believe your strengths are—the things you value most about
yourself?
b. W h a t do you most value about your team and the nature of your work?
c. Lastly, what is it that you value most about Penn State?
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AI Interview Questions (continued):
1. What are the core factors that give life to your department, without which it
would cease to exist?
2. Imagine that tonight you go home and fall into a deep sleep and don’t wake up
until ten years from now. While you were asleep, Penn State (and perhaps more
specifically, your department) became exactly as you dreamed it would be.
a. What is happening that is new and different and better?
b. W h a t is the smallest step (an action, an initiative) you can take today
that would have the largest impact on creating the future you want.
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Resources
Books:
Belasco, J. (1991). Teaching the Elephant to Dance: The Manager’s Guide to Empowering
Change. New York, NY: Penguin Books USA.
Block, P. (1998). The Empowered Manager: Positive Political Skills at Work. San Francisco,
CA: Jossey-Bass, Inc. Publishers.
Bridges, W. (2003). Managing Transitions: Making the Most of Change. Cambridge, MA:
Perseus Books Group.
Cooperrider, D., Whitney, D., & Stavros, J.M. (2007). Appreciative Inquiry Handbook.
Brunswick, OH: Crown Custom Publishing.
Covey, S. (2004). The Seven Habits of Highly Effective People. New York, NY: Simon &
Schuster Inc.
Fullan, M. (2001). Leading in a Culture of Change. San Francisco, CA: Jossey- Bass,Inc.
Johnson, S. (1998). Who Moved My Cheese? New York, NY: GP Putnam’s Sons.
Kotter, J. P., & Cohen, D.S. (2002). The Heart of Change: Real Life Stories of How People
Change Their Organizations. Boston, MA: Harvard Business School Press.
Pritchett, Price and Ron Pound (2008). The Employee Handbook of Organizational Change: Facing
the Problems, Finding the Opportunities. Dallas, TX: Pritchett & Associates, Inc.
Pritchett, Price and Ron Pound (2008). A Survival Guide to the Stress of Organizational Change.
Dallas, TX: Pritchett & Associates, Inc.
Websites:
http://www.youtube.com/watch?v=3TX-Nu5wTS8
How do you break down mental barriers and beat the willpower trap? Al Switzler, cofounder
of VitalSmarts, researches methods for driving sustainable, measurable behavior change.
Switzler is coauthor of four NYT bestsellers, including Change Anything.
http://www.rickmaurer.com/
Rick Maurer and his associates work with leaders who want to lead Change Without
Migraines™.
http://www.kotterinternational.com/
After 30 years of teaching at Harvard Business School and writing over 18 books, Professor
Kotter decided to start a company that would arm leaders to tackle the challenges of today.
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