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Why change kills engagement

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Edith Onderick-Harvey presented at MassTLC's workforce development summit on change management and its effect on engagement.

Edith Onderick-Harvey presented at MassTLC's workforce development summit on change management and its effect on engagement.

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  • 1. Blocking  and  Tackling  During   Change   Or   Why  Change  Kills  Engagement  and   What  You  Can  Do  About  It   Edith  Onderick-­‐Harvey  
  • 2. Key  Success  Factors  for  Rapid  Growth   Company   •  •  •  •  •  •  Customers   Vision/Purpose   EffecMve  Leadership     Scalable  Infrastructure     Necessary  technology   Engaged  people  
  • 3. Performance   How  We  Envision  Growth  and  Change   Performance  with  change   Performance  without  change   Time  
  • 4. Performance   How  Does  Change  Really  Look?   Commitment/   Informed  OpMmism   Uninformed   OpMmism/   Uncertainty   How  to     decrease  the   engagement   killers?   Denial   Informed   opMmism   How  to  accelerate   change  integra4on?   Anger   Acceptance   TesMng   Pessimism   Despair/   SkepMcism   Time   4  
  • 5. The  biggest  threat  to  rapid  growth  is   lack  of  highly  effecMve  execuMon.   Highly  EffecMve  execuMon  doesn’t   happen  without  engaged  people.  
  • 6. Common  Reasons  Change  Kills   Engagement   •  Change  seems  to  be  for  the  sake  of  change   •  Change  never  meets  its  goal   •  “Give  it  a  month.    We’ll  be  on  to  something   else.”   •  “I  don’t  know  what  I’m  doing.”   •  Scaling  up  with  too  much  structure   •  The  wild,  wild  west  
  • 7. Real  Engagement  Creators   Choice   Competence   Meaning   Progress   Engagement   Adapted  from  Kenneth  Thomas  and  Walter  Tymon,  Work  Engagement   Profile,  CPP,  Mountainview,  CA    
  • 8. Meaningfulness   Thoughts  during  change:   •  Does  this  change  ma]er?   •  Do  I  really  care  about  this   work?   •  Does  it  really  ma]er  what  I  do?   •  Is  my  work  serving  a  valuable   purpose?     CreaMng  it  during  change:   •  Know  thy  people   •  Vision  that  speaks  to  purpose       8  
  • 9. Choice   Thoughts  during  change:   •  Can  I  determine  how  to  do  my  work?   Do  I  have  a  significant  say  in  what  I   am  doing  on  the  job?     Allowing  choice  during  change   •  Define  what,  involve  in  how   •  Allow  and  encourage  different  points   of  view  –  especially  from  naysayers   •  Explain  why   9  
  • 10.   Competence   Thoughts  during  change:   •  Do  I  feel  I  am  doing  a  good   job?  Am  I  doing  things  well?   •  Do  I  have  the  skills  and   capabiliMes  to  do  this?     Building  and  reinforcing   competence  during  change:   •  Expect  and  allow  for  failure   BUT  provide  support   •  Focus  on  building  skills  and   capabiliMes   10  
  • 11. Progress   Thoughts  during  change   •  What’s  the  goal?   •  Am  I  accomplishing  anything?     Ensuring  progress   •  Goals,  milestones,  celebraMons   •  Feedback  and  feedforward   •  Listening  posts   •  What’s  my  career  path?     11  
  • 12. Want  to  talk  more  about  leading  change?     Call  Edith  at  978.475.8424   Or   Email  at  eoharvey@factorintalent.com     See  more  of  my  thinking  on  leaders,  change  and  building  great   companies  at   h]p://www.factorintalent.com/pragmaMcleaderblog/     12  

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