Leading Yourself Through Change - LifePath, LLC Leader Guide 3 Hr PARTIAL... · 2006-01-30 · PREVIEW LYTC Workshop Leader Guide 1 © LifePath, LLC 2006 Leading Yourself Through

LEADER GUIDE

Leading Yourself Through Change

© LifePath, LLC 2006

BASED ON THE BOOK

To learn more about LifePath products and seminars,call your distributor or visit our website at

www.ithappens.com

THREE-HOURACTION PLANNING

WORKSHOP

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LYTC Workshop Leader Guide 1 © LifePath, LLC 2006

Leading Yourself Through Change™

Leader Guide Three-Hour Action Planning Workshop

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© LifePath, LLC 2006 2 LYTC Workshop Leader Guide


Conditions of Sale: All rights reserved.

No copy or derivative work shall be made of this Work including

modification, extractions of portions, translation, or conversion into other media

without the express written permission of LifePath, LLC.

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Contents

A Personal Thank-You from the Author .......................................... 5

Preparing for the Workshop ............................................................ 6

Workshop Materials ........................................................................ 7

Step-by-Step Guide........................................................................ 9

Welcome and Introductions .................................................... 10

Workshop Agenda .................................................................. 12

Video and Discussion ............................................................. 14

Change-Resilience Toolkit™ ................................................... 22

Four Reactions to Change....................................................... 25

Break...................................................................................... 35

Change-Resilience Roadmap™................................................ 36

Make a Choice ........................................................................ 54

Your Insights .......................................................................... 57

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Contents (continued)

Appendix...................................................................................... 59

Timing the Workshop ............................................................. 61

Flipcharts for Display.............................................................. 62

Video Notes: What Did Anna Do? ............................................ 63

Sample Workshop Invitation.................................................... 64

Sample Evaluation Form.......................................................... 65

Gathering Organizational Information on Change ................... 66

The Research Behind the 5 Action Steps ................................. 67

Ensuring a “Safe” Workshop Environment................................ 69

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A Personal Thank-You from the Author

During change, productivity dips as people spend more time talking with others about the change. Studies show that each employee loses about 2 hours of productivity per day trying to make sense of the change.

This does not have to be! Your people don’t have to waste time and emotional energy haphazardly processing the change. This workshop introduces participants to a proven 5-step process that can help anyone pull together all the big change pieces―head, heart, behaviors, and personal impact. Participants will learn valuable work/life skills to become Change-Resilient—able to adapt quickly and successfully to change. Training-industry experts and global clients have lauded this workshop as one of the best-designed they’ve seen. Most importantly, they have shared touching stories with me of how employees have used the process, both at work and at home. Employees are writing personal letters to leaders thanking them for offering the workshop. Thank you for selecting my workshop, Leading Yourself Through Change. I hope you enjoy presenting it and seeing how much these tools help others.

Julie M. Smith, Ph.D. Founder and CEO, LifePath, LLC Cofounder and Senior Partner, CLG

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Preparing for the Workshop

One Month to One Week before the Workshop― Identify participants (how many, which group or organization). Schedule a date, time, and meeting room. If all workshop participants will focus on the same change during the workshop, conduct interviews prior to the workshop to understand the nature of the change better. (Gathering Organizational Information on Change on page 66 suggests questions to ask and information to gather.) If you are unfamiliar with the workshop participants and/or the changes they’ve experienced in the past two or three years, take time to learn as much as you can about past, current, and future changes before conducting the workshop. (Gathering Organizational Information on Change on page 66 suggests questions to ask and information to gather.) Invite participants. (A Sample Workshop Invitation is on page 64.) Before you do anything else, watch the video Leading Yourself Through Change (or read the video script on the CD). Understanding the contents of the video will make your workshop preparation easier and more efficient. Thoroughly review this guide and the slides. You may want to watch the video a second time when you get to that section of the workshop, to be sure you understand how the video fits into the workshop. To understand the research behind the tools, and to prepare yourself to respond to participant questions about why the tools are “proven,” read pages 67–68, The Research Behind the 5 Action Steps. To prepare yourself to handle strong emotions that may surface during the workshop, such as anger and frustration, review the tips on pages 69–70, Ensuring a “Safe” Workshop Environment. Listen to the Tips for Leaders audio CD to hear the author of When ”It” Happens! @Work and an experienced facilitator share recommendations for leading a successful workshop. Review the list of Workshop Materials (pages 7–8) and make sure all materials have been ordered and received. Complete the Timing the Workshop form on page 61. Make a copy of the form and enter your start/end times for each activity. Contact the person responsible for setting up the workshop meeting room. The best seating arrangement is small tables positioned so participants can easily see the workshop leader, TV monitor(s), and the projection screen. Be sure there is enough room for people to comfortably work and talk in pairs. If you plan to serve refreshments, make sure to request them and plan logistics for placing them in the room.

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One or Two Days before the Workshop— (Optional) Arrange for technical support to help you connect the laptop to the LCD projector on the day of the workshop. Locate the slides for the workshop on the CD. Download the slides onto the laptop you will use for the workshop. Assemble a Change Puzzle Cube™. If you plan to use an evaluation form, make one copy of the form for each participant. (The Sample Evaluation Form is on page 65 and on the CD.) For each participant, make one copy of the video observation form, Video Notes: What Did Anna Do? (The form is on page 63 and on the CD.)

On the Day of the Workshop—

Arrive early to set up and test the LCD projector, laptop, and PowerPoint® presentation. Be sure the room is set up the way you want it (e.g., small tables arranged with a clear view of the workshop leader, TV monitor(s), and the projection screen; adequate space for discussions by participant pairs.) Create the two flipcharts needed for the workshop (Content is on page 62).

Workshop Materials

Flipcharts You Create (Optional) Welcome to Leading Yourself Through Change Note: Post flipchart at the front of the room or on the outside of the door so participants see it as they enter. Quick Change Reactions (Content for these flipcharts is on page 62.)

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Equipment VHS or DVD of Leading Yourself Through Change video PowerPoint® slides for your workshop (use the Leader Presentation CD or download the slides onto the laptop being used for projection) LCD projection equipment (ideally with remote control) and projection screen

(Optional) Television monitor(s) for viewing with video version 1 easel with flipchart paper Small table or stand to hold the projector, remote controls, and workshop leader’s notes (Optional) Table at the side of the room for participant materials

Participant Materials Note: The Leading Yourself Through Change Leader Kit includes materials for 10 participants, in addition to your leader materials.

1 per participant: Leading Yourself Through Change Workbook 1 per participant: Change Puzzle Cube™ (unassembled) 1 per participant: set of 9 Change Puzzle Cards™ on ring with key 1 per participant: Change-Resilience Roadmap™ 1 per participant: Video Notes: What Did Anna Do? (on page 63 and on the CD) (Optional) Pencils/pens (Optional) Badges or name tents for each participant (if they don’t know each other and/or if you don’t know them) (Optional) 1 per participant: workshop evaluation form (Sample Evaluation Form is on page 65 and on the CD)

Miscellaneous

Markers in multiple colors for facilitator Wastebasket Watch, clock, or timer (Optional) Refreshments/snacks

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Step-by-Step Guide

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Welcome and Introductions (2 minutes)

©2006 LifePath, LLC11

DISPLAY slide shown above. Welcome the participants. Introduce yourself if participants don’t know you. Include your name, job title, where you live/work, and any history of facilitating workshops like this one. Share why the organization is offering this workshop at this time. SAY Today’s workshop is called Leading Yourself Through Change™. Note: If participants don’t know each other, ask them to quickly introduce themselves (e.g., name, job title, department).

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Welcome and Introductions (2 minutes)


DISPLAY slide shown above. SAY Our workshop today is based on the book, When “It” Happens! @Work: 5 Action Steps for Leading Yourself Through Change, by Julie Smith. Note: If some or all participants have read the book, tell them that this workshop is based on the book. It will give them an opportunity to apply the book’s ideas to their own situations.

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Workshop Agenda (2 minutes)


Agenda• Leading Yourself Through Change

video and discussion• How You’ve Used the 5 Action Steps• Change-Resilience Toolkit• Four Reactions to Change• Create Your Change-Resilience Roadmap™• Make a Choice• Your Insights

DISPLAY slide shown above. SAY Let’s take a look at what we’ll be covering:

• First, we are going to watch and discuss a video called Leading Yourself Through Change. It demonstrates the 5 Action Steps for successfully leading yourself through change.

• After the video, we’ll discuss the 5 Action Steps and how you’ve used them yourself to deal with change.

• Then you’ll receive your Change-Resilience Toolkit™, which includes a variety of useful tools.

• Next, we’re going to talk about the four common reactions to change and the differences among them.

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Workshop Agenda (2 minutes) DISPLAY same slide as on previous page. SAY

• Then, you’ll have a chance to use a tool called the Change-Resilience Roadmap™ to help you apply the 5 Action Steps to a change you are dealing with right now.

• After that, we’ll talk about the choices you have after you have used the Action Steps but find that you are still struggling with your change.

• We’ll wrap up by hearing your insights from the workshop. • We’ll be together for about 3 hours.

ASK Is everyone ready to start?

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Video and Discussion (45 minutes)


Do You Agree?

Change is Inevitable

DISPLAY slide shown above. ASK How many of you believe that change is inevitable? Note: You may want to raise your own hand to demonstrate the response you are seeking and to indicate that you’ve experienced that change is inevitable. Expected response: General agreement. ASK How many of you have ever experienced a change in your life that has caused you some difficulty and thrown you off course? SAY We’ve all experienced changes that have caused us some difficulty. And because we know change is inevitable, there are probably more challenging changes ahead for all of us.

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The Quality of Your Life…

…is determined, not by what happens to you, but by how you handle change when . . .

“It”Happens!

DISPLAY slide shown above. ASK How many of you would agree with this statement? “The quality of your life is determined, not by what happens to you, but by how you handle change when . . . “It” happens!” Expected response: General agreement. SAY The purpose of this workshop is to make a positive impact on the quality of your life by giving you valuable tools you can use when you are faced with a challenging change. We’re about to watch a video in which you’ll see these tools demonstrated.

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Video

DISPLAY slide shown above. SAY In the video, you will see a woman named Anna. She uses the 5 Action Steps for Leading Yourself Through Change and several of the tools to handle a major change she’s going through at work. DISTRIBUTE Video Notes: What Did Anna Do? Note: This form is on page 63 and the CD. SAY As you watch, you may want to take notes on what you see Anna do for each of the 5 Action Steps. The steps will be explained and identified as you watch the video. SHOW video. STOP video.

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Change Puzzle Cube™

DISPLAY slide shown above. SAY Before we start discussing the video, I’m going to give each of you a Change Puzzle Cube™. It shows the 5 Action Steps that Anna used. DISTRIBUTE a Change Puzzle Cube™ to each person. SHOW an assembled cube. SAY Julie Smith is the author of the book that this workshop is based on. She describes dealing with change as being a lot like “putting a puzzle together.” When things are going well, life can seem like this assembled cube, with all the pieces fitting together nicely. Note: As you say the following, take apart the puzzle. SAY But when things start to change, we often don’t know how the pieces of the puzzle cube―or our lives―are supposed to fit together. And even if we do, that doesn’t mean we’ll be able to put them back together easily. Please take a minute to assemble your puzzle cube. ALLOW a minute for participants to assemble their puzzle cubes.

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How Did Anna Carry Out the Five Action Steps?

DISPLAY slide shown above. Note: Limit the following discussion to about 5 minutes. SAY Now that we each have the Change Puzzle Cube in front of us, let’s recap how Anna worked the Change Puzzle in the video. ASK What did you see Anna do to deal with her feelings—to Become Aware and Then Share? Possible responses: On the drive home, she thinks about the Treasures she’ll be losing—ease of the commute, taking Vanessa to school, being good at her job, bonus she’s expecting. She shared her negative feelings with her husband about the change—fear, anger, sadness, and resentfulness. ASK What did you see Anna do to deal with her thoughts & beliefs—to Aim to Reframe? Possible response: She realized she can make new friends at her new job. She reframed her thinking from “I’ll never be able to do this” to “I can accomplish anything I set out to.” She reframed from “I am stuck here” to “I have choices if I open my mind to other possibilities.” She tried to take a positive approach with her new boss by asking if he’d be open to input on how to improve things.

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Video and Discussion (45 minutes) DISPLAY same slide as on previous page.

ASK What did you see Anna do to deal with her behavior—to Plan It Through, Then Do and Do? Possible response: When she caught herself complaining about having to learn new software, she recovered and asked Cheryl to help her come up with a plan to get going. ASK What did you see Anna do to think through the consequences of her actions—to Find Encouragement and Avoid Discouragement? Possible response: She thought through the consequences of her sarcastic comments to Steve. She told Cheryl that she was trying hard to fit in, and then asked Cheryl to give her ongoing feedback about how well she was doing. ASK What did you see Anna do to gauge her impact on others—to Check Her Effect on others? Possible response: She asked her child and husband about her impact on them. She told Max, a co-worker, that she knew she’d been difficult to work with. Then she asked Max to give her ongoing feedback on her behavior and its impact on him.

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How Have You Used the Five Action Steps?

• What change have you faced or are facing?• How did you use any action step to help you?

DISPLAY slide shown above. ASK How many of you were thinking this as you watched Anna? “I’ve been there myself. I can relate to this.” SAY Now that you’ve seen the 5 Action Steps, let’s take a few minutes to discuss changes you’ve faced, or are facing, and how you’ve used any of these action steps to help you. Let’s talk about this in pairs.

• Please pair up with the person next to you or near you. • You’ll have about 5 minutes to give each other examples of how you’ve

used one or more of these action steps to handle a change. • When we come back together, please be prepared to share one example

with the rest of us. ALLOW 5 minutes for work in pairs. CALL TIME after 4 minutes to alert participants that they have one more minute.

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Video and Discussion (45 minutes) DISPLAY same slide as on previous page. Note: Limit the following discussion to about 5 minutes. SAY Let’s get some examples of how you’ve used these actions. ASK Who has an example of when you used the first action—Become Aware, Then Share? Note: Get one example. ASK Who has an example of when you used the second action—Aim to Reframe? Note: Get one example. ASK Who has an example of when you’ve used the third action for behavior—Plan It Through, Then Do and Do? Note: Get one example. ASK Who has an example of when you’ve used the fourth action to handle consequences—Find Encouragement, Avoid Discouragement? Note: Get one example. ASK Who has an example of when you’ve used the fifth action to gauge your impact—Check My Effect? Note: Get one example. SAY It sounds as if many of you have used these 5 Action Steps to help you deal with change. But it’s not always easy to use them when you’re in the middle of a difficult change and you don’t have Anna’s inner voice from the video talking to you.

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Change-Resilience Toolkit™ (5 minutes)


Change-Resilience Toolkit

DISPLAY slide shown above. SAY To give you help you with these Action Steps, each of you is going to receive the Change-Resilience Toolkit. DISTRIBUTE a Change-Resilience Toolkit (Workbook, Cards) to each participant. SAY As you can see from the slide, the Toolkit consists of the Leading Yourself Through Change Workbook, the Change Puzzle Cards™ and Change Key™, and the Change Puzzle Cube™ (which you already have). The workbook has lots of tools to help you react to change resiliently. We’ll be using some of the tools in just a few minutes.

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Change-Resilience Toolkit™ (5 minutes) DISPLAY same slide as on previous page. HOLD UP the cards. SAY The cards are reminders of the 5 Action Steps and some of the tools. They are shorter versions of tools in the workbook. They are handy to carry or keep in your workplace. HOLD UP the Change-Resilience Meter card. SAY In the video, you heard Anna’s inner voice use the Change-Resilience Meter™. The meter is on one of the Change Puzzle Cards, and on page 9 in your workbook. HOLD UP the Key. SAY The key reminds us that we often become locked when confronted with a change. And the best way to unlock ourselves is to use the 5 Action Steps and work the pieces of the Change Puzzle to become more Change-Resilient.

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Change-Resilience Toolkit™ (5 minutes)


Change-Resilience

To consciously adjustwith courage and confidence whenever “It” Happens! . . .while achieving the best possible outcome for yourself, others you care about, and your organization

DISPLAY slide shown above. SAY Here’s the definition of Change-Resilience. READ ALOUD the slide. Note: Explain that “It” means any kind of change, large or small. ASK How many of you think that Anna was Change-Resilient by the end of the video? Expected response: She was getting there. SAY Being Change-Resilient isn’t easy. The tools in your Toolkit can help you become more Change-Resilient.

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Four Reactions to Change (19 minutes)


Quick Change•Do one of the following:

– Put your watch on the opposite wrist

OR

– Write your name using your non-dominant hand

DISPLAY slide shown above. SAY We will use several of the Change-Resilience tools shortly. Right now, let’s see what it’s like to experience a quick change. I’d like you to do one of the following:

• If you are wearing a watch, please put it on the opposite wrist. • Or, write your name, but use your non-dominant hand.

ALLOW up to one minute for people to do the Quick Change activity. Note: While participants are doing the Quick Change, if you haven’t already done so, write “Quick Change Reactions” at the top of a flipchart sheet.

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Four Reactions to Change (19 minutes) DISPLAY same slide as on previous page. SAY Now let’s hear your reactions to this change. Please describe in a word or two your reaction to this change. RECORD responses on a flipchart labeled “Quick Change Reactions” at the top. Typical responses: “No big deal,” “silly,” “uncomfortable,” “nice change of pace,” “felt weird.” SAY As you can see, even for a small change like this, there is some diversity in your reactions. This is very typical. In fact, for any change there are four typical reactions.

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©2006 LifePath, LLC

13

4 Reactions to Change• Has mainly negative feelings and thoughts & beliefs about the change• Is unwilling to try new things to move on

Resistant

DISPLAY slide shown above. Note: This slide is a four-step build. What’s shown above is what will display when you first click on it. SAY Let’s take a look at the main characteristics of each of these reactions. If you turn to page 6 in your workbook, Four Reactions to Change, you’ll see what’s on the slide, plus additional information about each type of reaction. ALLOW a few seconds for participants to find the page in their workbooks. SAY One type of reaction is for a person to be resistant to a particular change. READ ALOUD the bullets that describe someone who is resistant to a particular change.

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PAGE INTENTIONALLY OMITTED

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Change-Resilience Meter™

DISPLAY slide shown above. SAY One of the tools in your workbook and in the Change Puzzle Cards™ is the Change-Resilience Meter™. We heard Anna’s inner voice use this to help her gauge how she was reacting to the change. REFER participants to page 9 in their workbooks. HOLD UP the Change-Resilience Meter card. SAY Sometimes we’re not very aware of how we are handling a particular change. Using this meter and answering these few questions can help you quickly assess your reaction to a change. As we saw with Anna, answering the questions on the Change-Resilience Meter gave her a wake-up call that she was not handling the change to her job well at all. We’re going to come back to this tool in a few minutes, and you’ll have a chance to use it for a change of your own.

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Break (10 minutes)


Time for a Break

Let’s take a10-minute break

SAY Right now, let’s take a 10-minute break. Please return at [insert time.]

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Change-Resilience Roadmap™ (72 minutes)


Create Your Change-Resilience Roadmap™

DISPLAY slide shown above. SAY This is the Change-Resilience Roadmap™—one of the tools in your workbook. REFER participants to page 33 in their workbooks for a copy of the Roadmap. I’m going to give each of you a blank copy of the Roadmap to complete in our workshop today. You can save the copy in your workbook to use in the future. DISTRIBUTE one Change-Resilience Roadmap to each participant. SAY The first thing you need to do is decide on an “It”—a change that you are currently dealing with in your own life.

NOTE:

THIS SLIDE INTENTIONALLY

OMMITTED

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3 Types of Change

DISPLAY slide shown above. SAY There are three categories of changes—Minor, Major, and Traumatic:

• Minor changes put a glitch in your day or break up your normal routine. For example: getting caught in an unexpected traffic jam.

• Major changes can take your life in a whole new direction. This includes even welcome changes that can require us to adapt. Examples are taking an exciting new job or starting a serious relationship.

• Traumatic changes are when the unimaginable alters your life forever. For example: the death of a loved one.

• The tools work for all three types of changes. But for our purpose today, please select either a minor or major change you are going through. It’s best to hold off on using the tools for a traumatic change until you are more familiar with them.

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What’s Your “It” ?• Pick an “It” that you’d like to work

– One that is current and either major or minor

– One that you are willing to discuss with a partner

• For ideas, scan pages 25–28, “Life’s Changes.”• Record the “It” on your

Change-Resilience Roadmap™

DISPLAY slide shown above. SAY Here are some additional guidelines for the change or the “It” you select. Pick a change:

• That is current and either major and minor • That you are willing to discuss with someone else in this room.

REFER participants to workbook pages 25–28, Life’s Changes. SAY If you are having trouble thinking of a change, page 26 has a list of minor changes and page 27 has a list of major changes. Once you’ve selected your change, write it in the box at the top of the Change-Resilience Roadmap. It’s the box that says My “It” Is. Note: If some participants do not have a current change in their life, have them select a change that they have thought about making, but have not made yet. Or, have them select a past change that they wish they had handled more effectively. ASK What questions do you have?

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as on previous page. CIRCULATE to answer questions. ALLOW 2 minutes for participants to select their change. ASK Does everyone have a change? ASK Have you written it in the My “It” is box at the top of the Change-Resilience Roadmap?

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Completing the Change-Resilience Roadmap™

DISPLAY slide shown above. SAY Here’s an overview of what we’re going to be doing for the next hour:

• First, you’ll answer the questions on the Change-Resilience Meter™ on page 9 in your workbook.

• Then you’ll complete the Change-Resilience Roadmap in two stages. • In Stage 1, you’ll fill in two rows: the My Feelings row and the My

Thoughts & Beliefs row. • Then you’ll have a chance to discuss what you’ve written with a

partner. • After that discussion, we’ll take a few minutes to debrief your insights

from Stage 1.

NOTE:

THIS SLIDE INTENTIONALLY

OMMITTED

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as on previous page. SAY In Stage 2, we’ll follow a similar process:

• You’ll complete the remaining three rows of the Roadmap. • Then you’ll discuss those with your partner. • After your discussion with your partner, we’ll discuss your insights with

the group.

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Stage 1 Focus on

• Complete the Change-Resilience Meter™(Refer to page 9)

• Complete the My Feelings row of the Roadmap (Refer to pages 10 and 11)

• Complete the My Thoughts & Beliefs row (Refer to pages 12 and 13)

• Working individually for 8 minutes

• Be prepared to share what you’ve written with a partner

DISPLAY slide shown above. SAY Let’s walk through exactly what you’ll be doing for Stage 1:

• First, you’ll complete the Change-Resilience Meter on page 9 for the change you selected. This will give you a quick assessment of how you’ve been handling the change so far.

• With that information in mind, you are ready to begin filling in the Change-Resilience Roadmap.

• You’ll start by completing all the boxes for My Feelings. REFER participants to page 10 in the workbook, My Feelings.

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as on page 42. SAY

• On this page, you see two lists of feelings. • On the left are feelings that lock you up, and on the right are feelings

that unlock you and help you move forward. • Review the first list—“These Keep Me Locked”—and put a check next to

the feelings you are experiencing about the change you selected. • Then, write those feelings in the “Locked” box on your Roadmap. • Next, review the list in the right-hand column—“These Help Me Unlock.” • Put a star next to any positive feelings you are having about this change.

Most change brings mixed feelings, so it’s not unusual to have both positive and negative feelings.

• Write the positive feelings in the “Unlocked” box on your Roadmap.

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as shown on page 42. SAY

• Now think about people in your life that you feel comfortable sharing those feelings with—people who will listen without being judgmental, and who will not make you feel more locked.

• Write their names in the “People Who Can Help Me Unlock” box. • Now you’re ready to develop your Action Plan.

REFER participants to page 11 of their workbooks, Use the Following Tips to Become Aware, Then Share. SAY

• Here are some possible actions you can take to help unlock your feelings. You can use one or more of these items to take action or come up with your own.

• Write your action items in the “Action Plan” box.

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as shown on page 42. REFER participants to page 12 of their workbooks, My Thoughts & Beliefs. SAY

• You’ll follow a similar process for My Thoughts & Beliefs. • The Locked and Unlocked thoughts and beliefs are on page 12. • The possible Action Items are on page 13.

ASK What questions do you have? SAY Please begin. I’ll walk around to answer any questions you may have. CIRCULATE to make sure everyone understands the instructions. ALLOW 8 minutes for individual work. Note: Monitor participant progress. If most people are done before the 8 minutes is up, move on to the next activity sooner.

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Discussion with Your Partner• Decide who will go first

• When it’s your turn (8 minutes per person):

– Describe the change you are working on

– Explain what you learned from completing the Change-Resilience Meter

– Share what you wrote for My Feelings and My Thoughts & Beliefs

• When you are listening:– Listen non-judgmentally

– Provide your partner with ideas on how to unlock

DISPLAY slide shown above. SAY

• Now you will have a chance to talk about what you wrote with a partner. • When you and your partner get together, decide who will go first. • When it’s your turn:

• Describe the change you are working on. • Explain what you learned from completing the Change-Resilience

Meter. • Share what you wrote in each of the boxes for My Feelings and for

My Thoughts & Beliefs.

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as on previous page. SAY

• When you are listening to your partner describe his or her change: • Listen non-judgmentally. • Ask questions to clarify what you are hearing. • Provide your partner with ideas on how to unlock.

• You’ll have about 16 minutes—8 minutes per person. • I’ll call time after 8 minutes to alert you to switch roles.

ASK What questions do you have? SAY Please find a partner—someone different from whom you worked with earlier. Note: If there is an odd number of participants, form one group of three. ALLOW 16 minutes for sharing with partners. CALL TIME after 8 minutes to alert participants to switch roles.

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Debrief• How many identified locked feelings?

– Action items to unlock?

• How many identified locked thoughts & beliefs?– Action items to unlock?

DISPLAY slide shown above. Note: Limit the following discussion to about 5 minutes. SAY Let’s talk about this for a couple of minutes. ASK

• Let’s see a show of hands. How many of you identified locked feelings? • What Action Items did you come up with for getting unlocked? (Get two or

three responses.) • How many of you identified locked thoughts & beliefs? • What action items did you come up with for unlocking them? (Get two or

three responses.) • Was it helpful to fill out the Roadmap and share it with a partner?

Expected response: Yes. SAY Let’s finish completing your Change-Resilience Roadmap. .

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Stage 2 Focus on

• Complete the 3rd row for Behaviors(Refer to pages 14 and 15)

• Complete the 4th row for Consequences(Refer to pages 16 and 17)

• Complete the 5th row for Impact on Others(Refer to pages 18 and 19)

• 10 minutes working individually

DISPLAY slide shown above. SAY

• In Stage 2, you’ll complete the last three rows on the Change-Resilience Roadmap—My Behaviors, Consequences to Me, and My Impact on Others.

• Follow the same process as before to complete each row. • On the slide, you can see the pages in your workbook for Locked and

Unlocked and Action Items. • Again, be prepared to share what you’ve written with your partner.

ASK What questions do you have? SAY You have 10 minutes to complete these three rows. If you and your partner finish before that, feel free to begin sharing. We’ll use the same process as before. I suggest that whoever went second last time should go first this time. Note: At this point, participants probably are still sitting with their partners. It will save time if they stay where they are to complete the Roadmap. ALLOW 10 minutes for participants to complete their Roadmaps.

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Discussion with Your Partner• Person who went second last time, goes first

• When it is your turn (10 minutes per person):

– Share what you wrote for My Behaviors, Consequences to Me, and My Impact on Others

• When you are listening: – Listen non-judgmentally

– Give your partner ideas on how to unlock

DISPLAY slide shown above. SAY If you haven’t already started sharing with your partner, please start to do that now. You’ll have about 20 minutes—about 10 minutes per person. CALL TIME after 10 minutes to alert participants to switch roles. ALLOW 20 minutes for sharing with partners.

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Debrief• How many identified locked behaviors?

– Action items to Plan It Through, Then Do and Do?

• How many found problems with consequences?– Action items to Find Encouragement,

Avoid Discouragement?

• How many wondered about your impact on others? – Action items to

Check Your Effect?

DISPLAY slide shown above. Note: Allow 5 minutes for the following discussion unless you are running ahead of schedule. SAY Let’s talk about these last three rows for a couple of minutes. ASK

• How many of you identified locked Behaviors? • What action items did you come up with for getting unlocked?

(Get two or three responses.) • How many of you found problems with Consequences? • What action items did you come up with for dealing with those problems?

(Get two or three responses.)

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Change-Resilience Roadmap™ (72 minutes) DISPLAY same slide as shown on previous page. ASK How many of you wondered about your Impact on Others? SAY

• What action items did you come up with to Check Your Effect on others? (Get two or three responses.)

• Was it helpful to complete these last three rows of the Roadmap and share it with a partner? Expected response: Yes.

HOLD UP the Change Puzzle Cube as you say the following. SAY I hope that, at this point, many or all of your Change Puzzle pieces are coming together nicely. You now have some good ideas about how to unlock yourself to deal better with your change. But as we all know, despite our best efforts, we can sometimes remained locked about one or more pieces of the Change Puzzle.

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Make a Choice (15 minutes)


Still Locked?

Sometimes, despite your best efforts and the passing of time, you still can’t unlock all five pieces.

DISPLAY slide shown above. SAY When all the pieces “fit” together well, the ways you feel, think, and behave about the change are in alignment. You are receiving positive consequences for your behaviors, and your impact on those you care about is positive. When all of those pieces are working together, you’ll find that you are proud of the way you are handling the change. And, if a piece goes out of alignment, you’ll know how to work the puzzle pieces to get it back in place. But, what if you’ve worked hard on the puzzle pieces, but you are still locked? What do you do then?

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Make a Choice (15 minutes)


Make a Choice• 3 productive options:

– Choose to accept “It”

– Choose to modify “It”

– Choose to create a new “It” that fits

• 1 counterproductive option:– Choose to be miserable

about “It”—be a victim

DISPLAY slide shown above. SAY At this point, you have to make a choice:

• You can choose to accept the change. • You can modify the change. • You can create a new change that fits you. • Or, you can also choose a counterproductive choice—to be miserable and

be a victim. • Let’s go back to the video and Anna for a minute. Consider what her

choices might have been if she hadn’t decided to take the first choice here—“accept it.”

ASK If Anna had decided to modify it, what might she have done? Possible responses: “Ask for a different project—one that she preferred.” “Ask for a different manager.” “Ask to telecommute at least one day a week.” “Ask for part-time hours so that she could come in later or work fewer days.”

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Make a Choice (15 minutes) DISPLAY same slide as on previous page. ASK If Anna had decided to create a new “It” that fit her better, what might she have done? Possible responses: “Quit her job.” “Look for a job closer to home.” “Try to live on her husband’s income.” “Try a more stable line of work.” SAY Of course, Anna had a fourth alternative. She could choose to be miserable—to be a victim. ASK What kind of behavior would we see from Anna under those circumstances? Possible responses: “She’d be depressed and tired.” “She’d complain a lot to her husband.” “She’d complain a lot at work.” ASK What would the consequences be to Anna if she chose this fourth nonproductive option? Possible responses: “Her boss wouldn’t give her good assignments.” “She’d lose out on pay raises and promotions.” “Her health might suffer.” “Her marriage might suffer.” “Her home life wouldn’t be happy.” Note: Ask the following question if you did not get any responses to the question above about the impact on Anna’s family. ASK What would the impact be on Anna’s family if she stayed in victim mode? Possible responses: “They would be miserable.” “Her relationship with her husband might suffer.” “Her daughter might stay away from Anna when she’s in a bad mood.” SAY Wisely, Anna made the decision to accept the change. She continued to use the 5 Action Steps and work the pieces of the Change Puzzle Cube™. Like her, we have the same choices any time we are confronted with a difficult change. When we choose one of the more productive options for dealing with a change, we can use the tools in the Change-Resilience Toolkit to help us work through the change.

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Your Insights (10 minutes)


Your Insights

What insights will you take away?

DISPLAY slide shown above. SAY We have covered a lot of territory in today’s workshop. Let’s spend a few minutes getting your insights from today. In the video, Anna talked about Treasures—things that are important to her. ASK What is one important insight or Treasure that you’ll take away from today’s workshop? SAY Let’s go around the room and hear one insight from each of you. ASK Would anyone else like to add anything? SAY From the insights you just shared, it’s clear that you got many good ideas from our work today. I encourage you to use the tools in the Change-Resilience Toolkit as you continue to work the Change Puzzle Cube™ pieces for the change you selected today, and for other changes you’ll face in the future.

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Be Change-Resilient!

The Power Is Within You!

DISPLAY slide shown above. SAY Remember: the Power is Within You to be Change-Resilient. Thank you for an excellent workshop! I hope you enjoyed it and found it valuable. Note: If you want participants to complete an evaluation form, hand it out and ask them to complete the form before they leave. A Sample Evaluation Form is on page 65 and the CD.

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For more information, call your distributor

or visitwww.ithappens.com

DISPLAY slide above to give participants contact information to discover more about LifePath.

End of Workshop

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Appendix

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Timing the Workshop Instructions: Photocopy this page or print this form from the CD. In the Start/End Times column, write the actual clock times when you intend to begin and end each activity.

Activity Page Timeframe Start/End Times

Welcome and Introductions 10 2 minutes

Workshop Agenda 12 2 minutes

Video and Discussion 14 45 minutes

Change-Resilience Toolkit™ 22 5 minutes

Four Reactions to Change 25 19 minutes

Break 35 10 minutes

Change-Resilience Roadmap™ 36 72 minutes

Make a Choice 54 15 minutes

Your Insights 57 10 minutes

Total 3 hours

Note: This document is on the Leader Presentation CD.

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Flipcharts for Display (Optional) You may want to create this flipchart and display it as participants enter the workshop.

Welcome to Leading Yourself Through Change

You’ll need to prepare the following flipchart for the Quick Change activity on page 25.

Quick Change Reactions

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Video Notes: What Did Anna Do? Instructions: As you watch the video, you may want to use this page to make notes on what you see Anna do for each of the 5 Action Steps. Note: This document is on the Leader Presentation CD.

Action Steps What did you see Anna do?

Become Aware, Then Share

Aim to Reframe

Plan it Through, Then

Do and Do

Find Encouragement, Avoid

Discouragement

Check My Effect

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Sample Workshop Invitation You are invited to attend the Leading Yourself Through Change™ Workshop.

Date: (insert date) Time: (insert time) Place: (insert location)

The workshop is based on the book, When “It” Happens! @Work: 5 Action Steps for Leading Yourself Through Change, by Julie M. Smith, Ph.D. The workshop provides tools that help you handle change—any change, at work or at home—with courage and confidence. Here’s how others have described the workshop:

♦ Easy to grasp and understand―“The workshop is a short, comfortable, non-intimidating experience where you will discover a new way to thrive in a changing world.”

♦ Provides a planned program for action―“The workshop doesn’t just talk about change—it helps you DO something about it!”

♦ Real tools for everyday use―“You’ll learn to use some very simple, but powerful tools—the Change Puzzle Cube™ and its supporting tools—as everyday touchstones for handling change-related fears, feelings, thoughts, and behaviors.”

♦ Proven tools―“These tools are based on more than two decades of work with Fortune 100 companies and on scientifically tested principles of cognitive behavioral science. This Toolkit provides a true how-to guide to help anyone successfully cope with change.”

When all participants work a change targeted by the

organization, insert this wording

As you know, we are about to face (or are facing or have recently faced) a major change in our work. (Insert description of change here). In the workshop, you will have a unique opportunity to reflect on your feelings, your thoughts and beliefs, and your own behaviors regarding that change, and to develop an Action Plan.

When each participant selects a change, insert

this wording

Today, we face tremendous changes—as individuals, as an organization, and as a society. Leaders at (insert company/organization name) recognize that this unprecedented level of change can result in great stress for all of us. Because we believe this workshop will help us all cope more effectively, become more resilient, and improve the overall quality of our lives, we are pleased to offer it.

If you have any questions, please contact (insert contact information here). I look forward to seeing you soon! (Signature)


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Sample Evaluation Form

Evaluation of the Workshop Experience Directions: Check the box that best describes your agreement with the statement. If the statement doesn’t apply to you, mark it N/A (Not Applicable).

Leading Yourself Through Change™ Workshop N/A STRONGLY

DISAGREE DISAGREE AGREE STRONGLYAGREE

1. The workshop helped me understand how to handle change more effectively

2. I found the workshop tools practical, easy to use, and helpful

3. I will refer to the LYTC Toolkit when I face future changes.

4. I will recommend the LYTC Toolkit to others

5. The workshop leader’s explanations for the exercises were clear. I always knew what I should be doing

6. The workshop leader kept the workshop on schedule and moving at a good pace

7. The workshop leader encouraged participation and did not allow one or more participants to dominant the discussions

8. Other comments on the workshop:


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Gathering Organizational Information on Change This workshop can have a powerful impact on business results and on the attitudes and behaviors of the workshop participants. To maximize the workshop’s potential, prepare for it by learning as much as you can about changes that workshop participants have recently faced, are challenged by now, or will confront in the future. Gather the following information prior to the workshop so you can tailor it to meet participants’ needs and give them meaningful examples.

In the past three years, what major changes has this organization or this group of participants faced? What major changes are expected in the next year or near future?

How have workshop participants been affected by these changes? How have leaders and most employees handled each major change? How

many were resistant, receptive, instinctive, or resilient? (See the slide on page 32 for definitions of these terms.) What indicates that employees and leaders were resistant, receptive, instinctive, or resilient?

What have been the results for the individuals and the organization of these ways of handling change?

If all workshop participants will be working on the same change during the workshop, conduct interviews prior to the workshop to better understand the following about the change:

• What have organization leaders communicated so far? • What concerns people the most? • What has the organization done to help people adapt? • What has the manager or team leader done to help the team or work

group adapt? • Can participants influence any part of the change, or must they simply

accept it? If they can influence the change, what are the best ways to exert that influence? If the change is inevitable and they need to accept it, what aspects of the change are the most difficult to accept?

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The Research Behind the 5 Action Steps

Leaders and workshop participants may ask how the 5 Action Steps have been "proven." Here is a brief overview to help you respond. The advice in the Change Puzzle Cube™ and Change Puzzle Cards™ is based on cognitive behavior therapy (CBT), a thoroughly researched and widely practiced individual change process. CBT combines two very effective approaches for helping people make positive changes in their lives—Cognitive Therapy and Applied Behavioral Science.

• Cognitive Therapy helps individuals examine their thoughts (cognitions) to see if their thinking is distorted. Thousands of individuals have used this method successfully to do away with self-limiting thoughts and to learn to look at situations rationally and productively. It is especially important to examine our thinking during times of change. When a change occurs, our beliefs and assumptions might not be accurate. In fact, the beliefs and assumptions that worked for us before the change might now be irrational, counterproductive, or maladaptive. By using the methods of cognitive therapy, we can achieve a more positive outlook on the opportunities that the change might bring.

• Applied Behavioral Science helps people turn their good intentions into action. During change, people often fail simply because they keep doing the same old things—so naturally, they get the same old results! Change requires new behaviors. Many try, but quickly get discouraged and stop because the new behavior feels "unnatural" or because it doesn't immediately achieve the results they want. The methods of Applied Behavioral Science help people create and implement manageable plans of action. Then, as people see that they can be successful with small steps, they learn how to sustain the momentum by arranging encouraging consequences for behaviors that help them move forward.

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The interplay between Cognitive Therapy and Applied Behavioral Science is very powerful. As people change their thinking, they become willing to try new behaviors, and as people try new behaviors, they often discover the inaccuracies of their former thoughts and beliefs. As an added benefit, when people change their thinking and behaviors, they begin to feel more positively about themselves and the change. By combining cognitive and behavioral methods, people can make lasting change. No other type of individual change process has achieved the phenomenal success of CBT in terms of outcome research. It has become the preferred method for helping people through times of change. Study after study shows CBT is the best method for successfully dealing with things that individuals experience during change, including:

• Anxiety or worry • Job, career, and home difficulties • Feeling "stressed out" and helpless • Procrastination and lack of goal attainment

CBT has proven to be the most effective method available for helping people achieve rapid and lasting improvement in their thoughts, feelings, and actions. Dr. Julie Smith has confirmed the effectiveness of these 5 Action Steps in her two decades of change management work with Fortune 500 companies. The Action Steps work anywhere―at home and at work. And they work with anyone, from senior executives to front-line employees.

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Ensuring a “Safe” Workshop Environment The content of this workshop engages participants' emotions as well as intellect. They will rely on you to ensure that they can safely discuss how they are handling their "It." The following tips will help you ensure that feeling of safety.

Use these tips for all workshops: • If a participant gets angry, let him/her express the anger. Don't take it

personally. Acknowledge that people can feel angry about a change, and remind the participant that becoming aware of the anger and using it constructively is important to becoming Change-Resilient.

• If a participant becomes upset or cries, acknowledge the emotion. For example, you might say, "Change can be very difficult," or simply pat the person's shoulder. Remind him/her that becoming aware of all the emotions surrounding a change is part of the process of becoming Change-Resilient, even though it is difficult. If necessary, offer him/her the opportunity to take a break or leave the workshop.

• A few participants may choose to deal with a traumatic personal change, simply because that weighs most heavily on them at the time of the workshop. Although the tools are effective for traumatic changes, working through extraordinary changes takes time and raises a lot of emotions. You can help these participants by acknowledging that such work is difficult, and that it can be helpful to talk through the Puzzle pieces, but that the workshop may not be the best place for that discussion. Help them select another change (major or minor) to work during the workshop. If they choose to continue working on a traumatic change and become too emotional, grant them permission to leave the workshop, if necessary, and refer them to an Employee Assistance Program or other support program, as needed.

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Use these tips for an intact work team and a change targeted by the organization:

• It is often best if team leaders attend the same workshop as their direct reports. Before the workshop, coach the team leaders on appropriate behavior. For example, if they hear direct reports "complaining" or "misinterpreting" management's motives, the team leaders need to refrain from always defending the management position. Coach team leaders to maintain a neutral, "listening" posture, share information that they know to be true about the change and about management, and take note of issues that need to be addressed outside of the workshop.

• When facilitating an intact work team that will deal with a targeted change, try to work the Change Puzzle Cube™ with the team leader in advance. You may occasionally find a team leader who is resistant to the targeted change. Coach such a leader on the need to put his/her own Change Puzzle together before helping others. Remind the team leader not to work through his/her resistance with the team.

• Issues may arise that are beyond any individual participant's control. If participants raise important issues that relate to how ineffectively the organization is handling change, capture the issues using a "Parking Lot” (a flipchart for recording issues that cannot be resolved during the workshop). Be sure to return to those issues at the end of the workshop to create action items for management to address.

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LEADER GUIDE



BASED ON THE BOOK

To learn more about LifePath products and seminars,call your distributor or visit our website at

www.ithappens.com

THREE-HOURACTION PLANNING

WORKSHOP

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Documents

Leading Yourself Through Change - LifePath, LLC Leader Guide 3 Hr PARTIAL... · 2006-01-30 · PREVIEW LYTC Workshop Leader Guide 1 © LifePath, LLC 2006 Leading Yourself Through