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
"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
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
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
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.
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?
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
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
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
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.
"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
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.
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
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.
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.
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.
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.
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.
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.
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