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Leading Change

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Presentation for Rawson-Neal Hospital, October 31, 2013

Presentation for Rawson-Neal Hospital, October 31, 2013

Published in: Business, Health & Medicine

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  • This presentation is updated online at http://www.slideshare.net/BretLSimmonsVideos of this session will be available at my website www.bretlsimmons.com and at my Youtube channel http://www.youtube.com/user/eustress
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    • 1. Leading Change Bret L. Simmons, Ph.D. www.bretlsimmons.com Training for Rawson-Neal Psychiatric Hospital October 31, 2013
    • 2. www.bretlsimmons.com http://www.slideshare.net/BretLSimmons (775) 336-9576
    • 3. Agenda • 1 pm. Session 1: Leadership and The Progress Principle • 2:15 pm. Break • 2:30 pm. Session 2: Switch • 3:45 pm. Wrap-up
    • 4. Why does this hospital matter?
    • 5. Primary Sources
    • 6. Exercise 1 How do you recognize good leadership?
    • 7. Leadership is.. Influence Real Change Shared Purpose Relationship
    • 8. Trustworthy, Interdependent Partners
    • 9. Trust Willingness to be vulnerable to others in risky situations
    • 10. Trustworthy • Ability • Integrity • Benevolent Intentions
    • 11. Person + Environment (system) = Behavior
    • 12. Behavior at Work Person System Behavior Personality Attitudes Values Perceptions Emotions Motivation Policies Procedures Equipment Hiring Training Staffing Rewards Performance Evaluation Supervision Daily Events Helping Civility Tardiness Absenteeism Turnover Participation Preparation Performance
    • 13. Inner Work Life Effect: “People do better work when they are happy, have positive views of the organization and its people, and are motivated primarily by the work itself.” (p, 47)
    • 14. Inner Work Life System Workday Events Perceptions/thoughts (Sensemaking about workday events) • The organization • Managers, self, team • The work • Sense of accomplishment Emotions/feelings (Reactions to workday events) • Positive emotions • Negative emotions • Overall mood Individual Performance Motivation/drive (Desire to do the work) • What do to • How to do it • When to do it • Whether to do it Amiable, T & Kramer, S. (2011). The Progress Principle
    • 15. Daily progress doing meaningful work
    • 16. Team Leaders / Immediate Supervisors
    • 17. Whatever your level in the organization … you bear some responsibility for the inner work lives of the people around you (p. 181)
    • 18. Even seemingly mundane events – such as small wins and minor setbacks – can significantly effect inner work life
    • 19. Daily Events 1 The Progress Principle Events signifying progress • Small wins • Breakthroughs • Forward movement • Goal completion 2 The Catalyst Factor Events supporting the work • Setting clear goals • Allowing autonomy • Providing resources • Providing sufficient time • Helping with the work • Learning from problems and successes • Allowing ideas to flow 3 Positive Inner Work Life The Nourishment Factor Events supporting the person • Respect • Encouragement • Emotional support • Affiliation Amiable, T & Kramer, S. (2011). The Progress Principle
    • 20. The power of setbacks to diminish happiness is more than twice as strong as the power of progress to boost happiness. The power of setbacks to increase frustration is more than three times as strong as the power of progress to decrease frustration. (p. 92)
    • 21. Meaning Killers • Dismiss someone’s ideas • Make employees doubt the work they do is important • Assign people to work for which they are overqualified • Keep people from assuming full ownership of their work
    • 22. Inhibitors • Unclear goals • Micro-management • Lack of resources (e.g. information, equipment, funding, personnel, training) • Time pressure • Punishment (vs. learning) from problems or mistakes • Shut down open discussion • Increased workload + decreased control
    • 23. Toxins • Disrespect • Discouragement • Emotional neglect • Antagonism
    • 24. Exercise 2 What are the catalysts and inhibitors in your work environment? List at least three of each
    • 25. Break! Session 2 starts at 2:30 pm
    • 26. Session 2
    • 27. For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
    • 28. If you want to be effective at helping others change their behavior, then build a reputation for proactively changing your own behavior
    • 29. Change Metaphor
    • 30. Rider - Rational – Deliberates, analyzes, looks into the future – Provides planning and direction Elephant – Emotional – Feels pain and pleasure – Provides the energy
    • 31. Direct the Rider Follow the bright spots: Investigate and clone the successes
    • 32. Destination postcards: Shows the Rider where you are headed and the Elephant why the journey is worthwhile Change is easier when you know where you are going and why it is worth it
    • 33. Script the critical moves Be specific about the behavior you want to change
    • 34. Direct the Rider • What looks like resistance is often a lack of clarity • Clarity dissolves resistance
    • 35. Motivate the Elephant Find the feeling Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
    • 36. Shrink the change: Break down the change until it no longer spooks the Elephant Sense of progress is critical
    • 37. Make change a matter of identity, not consequences Who am I? What kind of situation is this? What would someone like me do in this situation?
    • 38. Grow your people Encourage a growth mindset by praising effort rather than skill
    • 39. Growth Mindset • Talent is NOT fixed unless you believe that it is. Treat talent as something almost everyone can earn, not that just a few people own. • Everyone can learn to work smarter 39
    • 40. Motivate the Elephant Change is hard because people wear themselves out. What looks like laziness is often exhaustion
    • 41. Shape the Path Tweak the environment. When the situation changes, behavior changes
    • 42. Build Habits Supportive habits that are easy to embrace and advance the new behavior
    • 43. Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
    • 44. Checklists help educate people about what is best by showing then the right way to do something
    • 45. Rally the Herd Behavior is contagious; help it spread
    • 46. Shape the path What looks like a people problem is often a situation problem. When you shape the path, you make the change more likely, no matter what’s happening with the Rider and the Elephant
    • 47. The law of crappy systems trumps the law of crappy people 47
    • 48. Exercise 3 Identify a change that is happening right now at work. Think elephant, rider, path: Why do people embrace that change? Why do others resist that change?
    • 49. Questions?