Leading Change

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The New Normal:

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Leading Change

  1. 1. The New Normal:Dealing Effectively With Change<br />
  2. 2. A few of my clients:<br />
  3. 3. Anyone who tells you they enjoy change… should seek immediate professional help.<br />
  4. 4. Emotional Response to Perceived Negative Change<br />Anger<br />Active<br />Acceptance<br />Bargaining<br />Stability<br />Emotional Response<br />Denial<br />Immobilization<br />Testing<br />Depression<br />Passive<br />Time<br />
  5. 5. Managing Positive Responses to Change<br />PESSIMISM<br />Informed <br />Pessimism<br />Hopeful<br />Realism<br />Checking<br />Out<br />Informed <br />Optimism<br />Uninformed <br />Optimism<br />Completion<br />TIME<br />
  6. 6. The eight major steps of the change process<br />
  7. 7. Build an irresistible case for change<br />
  8. 8. Create a strong sense of urgency<br />
  9. 9. Form a powerful guiding coalition<br />
  10. 10. Create a clear vision for successful change and communicate it relentlessly<br />
  11. 11. Empower others to act<br />
  12. 12. Plan for and celebrate small wins<br />
  13. 13. Institutionalize the change<br />
  14. 14. Four antidotes to change resistance<br />1. Bring employees face-to-face with the external pressures to change<br />Engage change “zealots”<br />Support the change with new tools, systems and training<br />Manage employee feelings…<br />
  15. 15. Safety<br /> Belongingness<br />Appreciation<br />
  16. 16. I came to learn in my time at IBM that culture wasn’t one of the things… it was the only thing. Lou Gerstner, former CEO -- IBM<br />
  17. 17. Definition: <br />The values, mindsets, and behaviors that constitute an environment conducive to organizational success.<br />
  18. 18.
  19. 19. Great Places to Work Study<br />At the heart of our definition of a great place to work - a place where employees "trust the people they work for, have pride in what they do, and enjoy the people they work with" - is the idea that a great workplace is measured by the quality of the three, interconnected relationships that exist there: <br /><ul><li>The relationship between employees and management.
  20. 20. The relationship between employees and their jobs/company.
  21. 21. The relationship between employees and other employees. </li></li></ul><li>
  22. 22. The Six Universal Drivers of Engagement<br /> Caring, competent, and engaging leaders.<br /> Effective managers who keep employees informed, aligned and engaged.<br />Effective teamwork at ALL levels.<br />Job enrichment and professional growth.<br />Valuing employees and their contributions.<br />Positive and supportive culture.<br />
  23. 23. The key elements of a strong culture<br />
  24. 24. From 8,000 companies down to the top 30 as judged by both customer and employee satisfaction and engagement<br />Amazon<br />BMW<br />CarMax<br />Caterpillar<br />Commerce Bank<br />Container Store<br />Costco<br />eBay<br />Google<br />Harley-Davidson<br />Honda<br />IDEO<br />IKEA<br />JetBlue<br />Johnson & Johnson<br />Jordan’s Furniture<br />L.L. Bean<br />New Balance<br />Patagonia<br />REI<br />Southwest Airlines<br />Starbucks<br />Timberland<br />Toyota<br />Trader Joe’s<br />UPS<br />Wegmans<br />Whole foods<br />
  25. 25. Key attributes of the firm’s of endearment<br />They align the interests of all stakeholder groups, not just balance them.<br />They operate at the executive level with an open door policy.<br />They devote considerably more time than their competitors to employee training.<br />They empower employees to make sure customers leave a transaction experience fully satisfied.<br />They make a conscious effort to hire people who are passionate about the organization and its products/services.<br />
  26. 26. Key attributes of the firm’s of endearment<br />They consciously humanize the company experience for customers and employees, as well as the working environment.<br />They project a genuine passion for customers, and emotionally connect with customers at a deep level.<br />They treat suppliers as true partners and encourage suppliers to collaborate with them in moving both of their companies forward. <br />They consider their corporate culture to be their greatest asset and primary source of competitive advantage.<br />Their cultures are resistant to short term, incidental pressures, but also prove able to quickly adapt when needed.<br />
  27. 27. The four key elements to build trust with employees:<br />Respect for individuals<br />Transparency<br />Team building<br />Empowerment<br />

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