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.

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Why change kills engagement

  1. 1. Blocking  and  Tackling  During   Change   Or   Why  Change  Kills  Engagement  and   What  You  Can  Do  About  It   Edith  Onderick-­‐Harvey  
  2. 2. Key  Success  Factors  for  Rapid  Growth   Company   •  •  •  •  •  •  Customers   Vision/Purpose   EffecMve  Leadership     Scalable  Infrastructure     Necessary  technology   Engaged  people  
  3. 3. Performance   How  We  Envision  Growth  and  Change   Performance  with  change   Performance  without  change   Time  
  4. 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. 5. The  biggest  threat  to  rapid  growth  is   lack  of  highly  effecMve  execuMon.   Highly  EffecMve  execuMon  doesn’t   happen  without  engaged  people.  
  6. 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. 7. Real  Engagement  Creators   Choice   Competence   Meaning   Progress   Engagement   Adapted  from  Kenneth  Thomas  and  Walter  Tymon,  Work  Engagement   Profile,  CPP,  Mountainview,  CA    
  8. 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. 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. 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. 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. 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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