Improving Performance and Managing Change

Dr. D. M. Gabrielle, Ph.D. “Gabrielle”

Ground Rules 1. Turn any cell phones or pagers to the off

or vibrate position. 2. Listen actively and with respect. 3. Participate to the fullest of your ability. 4. Keep an open mind. 5. Please keep examples in the room.

Objectives By the end of this session, participants should be

able to:   Identify factors that affect performance motivation   Apply strategies for moving through 3 stages of change   Reduce resistance & increase buy-in for change efforts   Discuss the role of communication in transition process   Describe barriers to effective time management   Determine your adversity quotient

Agenda

•  1100- Purpose, Ground Rules, Learning Objectives •  1105- Performance Motivation •  1130- Managing Change •  1200- Communication during Transition •  1230- Time Management •  1300- Conclude

Budget

"It isn't the mountains ahead to climb that wear you out; it's the pebble in your shoe.”

Muhammad Ali

Employee Engagement

Gallup benchmarks and compares data from: •  5.4 million employees •  620,000 workgroups •  504 organizations •  16 major industries •  7 major world regions •  137 countries

Employee Engagement

• 2001 Gallup Management Journal poll found   26% of all employees are actively engaged

in their work   55% are not engaged   19% are actively disengaged

Maslow’s Hierarchy of Needs Applied to Employee

Engagement How can we grow?

Do I belong?

What do I give?

What do I get?

To Improve Performance...

• Mental and physical preparation must occur. • Motivation must be stimulated. • Anxiety must be contained.

Motivation • A psychological process where a

behavior is directed toward a goal based on an individual’s needs.

Maslow (1970)

Research on Motivation

• Minneapolis Gas Company studied 44k employees over 20 years. Top rated motivations were:

1.  Job security 2.  Opportunity for advancement 3.  Type of work 4.  Pride in working for the organization

Herzberg’s Motivation Theory

•  Hygiene Factors 1.  Supervision 2.  Relationship w/ peers 3.  Relationship w/ boss 4.  Working conditions 5.  Company policies 6.  Salary

•  Motivators 1.  Recognition 2.  Achievement 3.  Work itself 4.  Responsibility 5.  Advancement 6.  Growth

Strategies to Improve Motivation

• Effective positive reinforcement • Effective corrective discipline • Fair and equal treatment • Satisfaction of employee needs • Appropriate goals • Rewards based on job performance

Performance Motivation

"If you want to make enemies, try to change something.”

Woodrow Wilson

Reasons for Planned Organizational Change

•  Organizations often conduct projects that impact the organization and its employees.  Implementing new payroll system  Transitioning from paper to electronic

requisitions  Introducing new technology  Moving to new office space  Starting a new division

What are some reasons for unplanned

organizational change?

Change

• Change happens. • There are 3 categories of people:

  Those who embrace change.   Those who deal with it.   Those who complain about it.

"If you don't like something, change it. If you can't change it, change your attitude.”

Maya Angelou

Adversity

• Difficulties happen. • Out of adversity comes opportunity.

"The soul would have no rainbow had the eyes no tears.”

Native American Proverb

Change Projects Do Not Have a Successful Track Record.

• Standish Group Chaos Report

  Up to 75% of all Manufacturing Technology Projects in the US fail.

  Up to 75% of all re-engineering efforts do not deliver the expected results.

  < 24% of all IT projects are successfully completed.   Of those completed, 53% will cost 189% of the

original estimate/budget (over runs).   Completed projects deliver only 42% of the

original requirements in large companies.

Top 10 Reasons Change Efforts Fail

1.  No sense of urgency (complacent staff) 2.  Lack of commitment and guidance from leadership 3.  Failure to obtain ownership from all stakeholders 4.  Lack of vision 5.  Under-communicating the vision 6.  Not removing obstacles to new vision 7.  Not celebrating milestones 8.  Declaring victory too soon 9.  Not anchoring changes in the corporate culture 10.  Not dealing with the emotional component of change

Adapted from John Kotter, Leading Change., 1996, Harvard Business Press, Boston, MA

Myths about Change

• People will eventually adapt to change (without change management). • People hate change. • Change happens; you don’t have to manage it.

• That’s what we pay our managers to do.

• The project will get done with or without change management.

Complete the Adversity Quotient Assessment

Low High

Low

High

Medium

Medium

Change Complexity

Cha

nge

Impa

ct

Tactical Change

Operational Change

Strategic Change

Visionary Change

Hierarchy of Change

What is Change Management?

• Systematic approach to transitioning individuals, teams, and organizations from a current state to a desired future state   Includes preparation for change management   Engages senior managers as change leaders   Builds awareness of the need for the change   Develops KSAs to support the change   Helps employees move through transition   Involves methods to sustain the change

Framework For Change

Change Forces How Business Is Positioned for change

Globalization

Technological Innovation

Intensified Competition

Consumer Expectations

Is Our Business Current?

Organization Culture/Climate

Organization Structure

Market Orientation

Leadership Support

Learning

How Individuals Respond to Change

Is Organization And Individual Performance Satisfactory?

Lewin’s 3 Phases of Change

Unfreeze

Unfreeze

1. Determine what needs to change. 2. Ensure strong support from upper

management. 3. Create the need for change. 4. Manage and understand the doubts

and concerns.

Unfreezing Techniques •  Burning platform • Challenge •  Evidence • Destabilizing •  Education • Restructuring •  Setting goals •  Visioning •  Systematic Planning

Transition

Transition

1. Communicate frequently 2. Dispel rumors 3.  Empower action 4.  Involve people at all levels in the

process

Transitioning Techniques

• Coaching •  Involvement • Management by Objectives (MBO) • Re-education • Restructuring •  Shift-and-sync •  Spill and fill •  Stepwise change •  Systematic Planning

Refreeze

Refreeze

1.  Anchor changes into culture. 2. Develop ways to sustain the change. 3.  Provide support and training. 4. Celebrate success.

Refreezing Techniques

•  Evidence stream •  Institutionalization • New challenge • Rationalization trap • Reward alignment • Rites of passage •  Socializing

Change Continuum

Kurt Lewin, 1993

Basic organizational responses to change

Level 1 •  “Coping”

•  Victim Mindset

Level 2 •  “Adapting”

•  Adjust Mindset

Level 3 •  “Exploiting”

•  Opportunity Mindset

Level 4 •  “Creating”

•  Possibilities •  Mindset

LEVEL MENTALITY VIEW ON CHANGE RESPONSES

1

COPING Victim

  Unfair, unjust

  Being done to us

  Short term

  Of little importance

  Blame and complain

  Fight back “against”

  Deny or dismiss

  Ignore / Hope it goes away

2

ADAPTING Adjust

  A nuisance / A pain

  A necessary evil

  Short to medium term

  Of some importance

  Neutral / Accept

  Low level attention

  Make light adjustments to play along

  Touch and go

3

EXPLOITING Opportunity

  Tough reality

  Provides opportunities if wanted

  Medium to long term

  Of clear importance

  Accept / Embrace

  Explore what is happening

  Initiate changes aligned with change event

  Monitor to ensure success

4

CREATING Possibility

  Normal / Constant state

  Provides possibilities to create

  Constant state of things

  Of great importance

  Anticipate / Look forward

  Explore why it is happening

  Initiate changes beyond the change event

  Continuously improve

Four Levels of Change

Why Change Initiatives Fail

• 500 executives said that resistance was the primary reason changes failed in their organizations. • 80% of CIO's said resistance was the main

reason why tech projects failed- not lack of skills or resources; human response

Why People Resist Change

• Lack of job skills and new competencies • Lack of information • Lack of agreement with new direction • Current job threatened • Loss of control • Fear of the unknown

Fear Bandwagon

• Canadian poll examined irrational anxieties • Found that 68% would accept a message

of doom and gloom without questioning who was telling them and what they were talking about

Dealing with Resistance

• Two things contribute to failure   Resistance to change   Management's reaction to resistance

•  If management ignores employee resistance (or lack of engagement), there is a greater chance of failure.

Tyson’s Organizational Change Methodology

• Planning

• Communication

• Training • Assessment • Procedures and

Templates

• Estimate level of effort.

• Determine the number of business and project training resources needed.

• Understand the history and current state of the organization.

•  Identify how the project will impact today vs. tomorrow’s business.

•  Identify Stakeholders that can impact the success of the project and anticipate how it will impact the business.

•  Arm Team Members with the information, knowledge, and skills that they need to be successful in tomorrow’s world.

• Create awareness, buy in, and ownership for the project.

• Communicate the right message to the right Team Members at the right time.

• Create an on going ‘conversation’ with all Stakeholders in order to engage them in the project.

Accelerated Change Process

• Leading Change

• Building a Shared Need

• Creating a Vision

• Mobilizing Commitment

• Changing Systems/Structures

• Monitoring Progress

Current State

• Analyze & Prepare

Transition State

• Design & Engage

Future State

• Implement, Monitor & Sustain

Prerequisites for Successful Change

• Leading Change

• Building a Shared Need

• Creating a Vision

• Mobilizing Commitment

• Changing Systems/Structures

• Monitoring Progress

• Successful Change • =

• +

• Providing a compelling reason for change that is sufficient to overcome resistance to the change.

• +

• Clearly articulating the desired outcome for the change that is reasonable and legitimate.

• +

• Securing understanding and commitment from key stakeholders to make it work.

• +

• Aligning management practices, systems and processes to reinforce the change.

• +

• Ensure accountability and celebrate successes.

• Engaged leadership who sponsors the change and assembles the right team of people to make it happen.

• +

• Current State • Analyze & Prepare

• Transition State • Design & Engage

• Future State • Implement, Monitor & Sustain

Local Example: MCCi

• Recognized with President’s Club Award for receiving $1 million in Laserfiche products and services for 2008 •  Increased profits by 30%

How They Changed • Changed Marketing Message- Focused on

Internal Investments and Cost Savings • Focused on existing customer base • Opportunistic- Acquired other companies

during tough times • Cut non-productive employees and hired

best people (increased higher market share by hiring people with connections) • Worked twice as hard to get better results

Change Management Continuum

Adapted from Darryl R. Conner (1993). Managing at the Speed of Change. Random House

Prepare Phase (Inform Phase)

• This phase lays the groundwork for later work toward support for the change. •  It prepares people for changing their

behavior and primarily consists of making people aware of change and why it will happen.

Educate Phase

• This phase is the transition to understanding what impact the change will have on all involved. •  It enables people to begin making

decisions about whether or not to accept the change.

Commit Phase

• With all the preparation having taken place, the change is implemented during this phase. • During this phase the change is

institutionalized and becomes part of everyday life for the stakeholders.

Organizational Change Management

"Impossible is just a big word thrown around by small men who find it easier to live in the world they've been given than to explore the power they have to change it. Impossible is not a fact. It's an opinion. Impossible is not a declaration. It's a dare. Impossible is potential. Impossible is temporary. Impossible is nothing.”

Muhammad Ali

Human Change Management

60

Change Readiness

.

1. Communication- Articulate vision & business case. Build understanding of new expectations; invite feedback. 2. Leadership & Ownership- Build alignment of leaders and team members to own program outcomes including business ownership of the “what and how”. 3. Learning- Develop new, sustainable skills and capabilities. 4. Work Design & Talent Management- Alignment of roles with new capabilities and expectations. Proactive talent management efforts to match changing requirements. 5. Business Readiness & Measurement- Understand organizational impacts, enabling readiness, measuring progress and risks. Ensure benefits are realized and sustained.

Communication Model

4 Components for Shared Meaning in Communication

1. Sender 2. Receiver 3. Medium 4. Message

Context for Communicating Change

• Define organizational change management •  Illustrate primary reasons for project failure • Describe the change process • Provide tactics for ensuring successful

change • Share lessons learned • Focus on your business challenges

Communication Strategies along Change Continuum

Unaware • Raise awareness • Recommend solutions and get stakeholders involved

Aware, concerned, knowledgeable •  Identify perceived barriers to change •  Identify perceived benefits of change

Motivated to change • Provide logistical information • Use teams to motivate and communicate

Tries new behavior • Encourage continued use by emphasizing benefits • Reduce barriers through problem solving and communication

Implements and sustains new behavior • Assure them of ability to sustain and support new behavior • Remind them of benefits of new behavior

Adapted from World Bank, 1996

Communication Template for Change

Time Management 12

If I had more time, I would....

Self-Assessment • Using the time log, make a list of what you

did in the last 24 hours in order, with the amount of time spent on each   Include sleeping, driving, work tasks, etc.

Prioritize Tasks

•  A= High Priority (Vital, must be done) •  B= Medium Priority (Important, should be done) •  C= Low Priority (Trivial, could be done)

0700 0745 .75 Wrap up Client Project A1 0745 0815 .5 Email, Correspondence B1

0830 0900 .5 Staff Meeting B3 0900 1030 1.5 Organize Files C1

0815 0830 .25 Return Phone Calls B2

Ask Yourself •  Does the total equal 24 hours? •  How do you feel about how you spent your time? • Was time used for priority goals? • What was not accomplished? • Was time wasted? •  Did you spend too much time or not enough time

on some things? •  Is there a balance between work and personal

time? Between scheduled and free1 time?

2007 Time Survey- U.S. BLS

•  20% of employed people did some or all of their work at home on days that they worked, and 87% did some or all of their work at workplace. •  On an average day, 83% of women and 66% of

men spent some time doing household activities. • Watching TV was the leisure activity that occupied

the most time- half of leisure time for men and women.

Mobile Device Browsing

• Americans spend more than 4.5 hours per week browsing on smart devices.

Prioritized Task List • Working on tasks in the order of their priority is

one of the key elements to good time management. •  Make a list of everything you would like to

accomplish today, including tasks that are not urgent. No value is given to any task at this point.

Step One: Brainstorm

• Write down everything you would like to accomplish today, including tasks that are not important. • Don’t assign any value yet. •  Instead brainstorm about all tasks

including work, family, professional, volunteer, organizations, etc.

Step Two: ABC Valuing System

• Give a value to each item on the list. • Put on “A”, “B”, or “C” after each item

based on:   A= High Priority (Vital, must be done)   B= Medium Priority (Important, should be done)   C= Low Priority (Trivial, could be done)

Step Three: Prioritize

• Finally, rank prioritize A tasks, B tasks and C tasks from 1 to 3 (or to whatever number of tasks you have).   A1 is most important, critical.   C3 is least important, trivial.   Create A1, A2, A3 then B1, B2, B3, then C1, C2,

C3.

Prioritized Task List

•  Give a value to each item on the list. Put “A”, “B”, or “C” after each item based on:   A - Vital, must be done   B - Important, should be done   C - Trivial, could be done

•  Give a numeric value to each item on the list. •  Now go back and prioritize your A tasks, your

B tasks and your C tasks from 1 to 3.

Keys to Time Management

• Perform tasks in the order of importance, always starting with the “A”s the progressing through the “B”s and “C”s. • Do what works best for you. As long as

you know you can meet deadlines, do mundane tasks in low energy times.

“A goal is a dream with a deadline.”

  Napolean Hill

Set SMART Goals

• Specific

• Measurable

• Attainable

• Realistic

• Timely

Specific

• Focused   Anyone reading the goal should

understand what is to be accomplished.   What, why, and how

• Examples:   Reduce errors.   Improve customer service.

Measurable •  If you measure it, you can track the change that

happens. •  5 categories of measures:

1.  Quality 2.  Quantity 3.  Time 4.  Cost 5.  Customer Satisfaction

•  Examples:   Attain three bids on every purchase.   Reduce customer complaints by 10%.

Attainable

•  Achievable   The goal should be achievable within the constraints of

your resources and authority. Determine resources needed.

  Break into smaller tasks you can achieve that you can commit to doing.

•  Example:   Lose 1 pound per week.

Instead of   Lose 30 pounds by January.

Realistic

• Doable • Examples:

  Ensure hiring decisions are based on measurable criteria.

  Increase productivity by 8%.

Timely

• Deadline-oriented • Results achieved within a specific time

period • Example:

  Complete the project by COB 20 May 2009.

Write Your Own SMART Goal • Begin with an action verb.

•  Identify resources needed. • Specify standards for measurable success

including time.

SMART Goals

Tips for Efficient Time Management

• Spend the first or last 15 minutes of every day making a prioritized to-do list. • Re-evaluate your priorities and progress

every day. • Decide what times of day you are the

most productive, and schedule your tasks accordingly.

Tips for Efficient Time Management

•  Use waiting-time effectively by planning small tasks to bring with you. •  Build flexibility into your schedule so you can adapt

when things don’t go according to plans or when new priorities arise. • When you return a phone call, minimize phone tag

by including a time you can be reached. •  Use email for routine distribution of information.

Tips for Efficient Time Management

• Don’t let non-productive tasks consume your time. • Take breaks to rejuvenate. • Ensure that all goals are SMART goals. • Divide a difficult goal into smaller tasks. • Set completion dates for tasks to avoid

procrastination.

Procrastination Causes • Waiting for the “right” time • Fear of failure (or success) • Poor decision-making skills • Poor organizational skills • Overworked or tired • Perfectionism • Too “busy” to get important things done • Avoiding work you don’t like

Overcoming Procrastination

• Recognize self-defeating behaviors like fear, anxiety, indecisiveness and perfectionism. • Discipline yourself to use time effectively and

set priorities. • Modify your environment by minimizing

noise and distractions. • Set SMART goals.

Tips for Efficient Time Management

•  Reward yourself with some downtime after completing a difficult task. •  Delegate routine tasks, but be sure that your

designees are trained and prepared to handle any tasks you delegate. •  Get plenty of rest and eat healthy to maintain

energy levels and productivity. •  Value your time, and ask others to do the same.

What are your tips for effective

time management?

Energy Log

Sample Energy Levels

Credit: University of Florida

Pareto Principle: 80-20 Rule

•  In anything, 20% are vital and 80% are trivial. • 80% of unfocused effort generates only

20% of results. • The remaining 80% of results are

achieved with only 20% of the effort. • The key is to focus your energy on the

20%.

Time Killers

• Technology • Phone calls • Office chatting • Meetings • Equipment issues • Other inefficiencies

Meetings Prior to the Meeting

•  Purpose •  Attendee List •  Agenda/ Schedule •  Materials

Following the Meeting •  Minutes •  Outcomes, Action Items •  Assignments •  Follow-up

Suggestions

• Turn off all alerts including beeps and vibrations. They have a Pavlovian effect. • Set limits on how often you check your

email (i.e. 4 x per day or once per hour). • Use technology to help manage your

calendar and priorities.

Examples • Franklin Covey PlanPlus Plug-in for

Microsoft Outlook

Post-training Tasks

• Keep an energy log for 3 consecutive days. • Track your progress on your prioritized

task list. • Get more organized. • When participating or running meetings,

do your part to make them efficient.

Conclusions about Time •  Time is something you can manage to be more

efficient and effective. •  Always prioritize tasks and to-dos. •  Maximize productivity by being aware of your

optimum energy. •  Delegate when possible. •  Learn to say “no.” •  Delete unnecessary tasks. •  Use tools to organize your time.

Change Process

• Current State • Delta State • Desired State

7 Keys to Drive Your Point Home

1.  Think of Every Message as Marketing 2. Develop a Deep Expertise 3.  Blend Logic with Emotion 4.  Practice Positive and Playful 5.  Strive to Serve Rather than Impress 6.  Think Visual 7.  Ask for Action

Bonnie Budzowski

Cialdini’s Persuasion

1. Reciprocation 2. Commitment and Consistency 3.  Social Proof 4.  Authority 5.  Liking 6.  Scarcity

Six Word Memoirs

For sale: Baby shoes, never worn. Ernest Hemingway?

Conclusions and Questions?

Gabrielleconsulting.com/wfp-change