Leading Change


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Presentation for Rawson-Neal Hospital, October 31, 2013

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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
  • Leading Change

    1. 1. Leading Change Bret L. Simmons, Ph.D. www.bretlsimmons.com Training for Rawson-Neal Psychiatric Hospital October 31, 2013
    2. 2. www.bretlsimmons.com http://www.slideshare.net/BretLSimmons (775) 336-9576
    3. 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. 4. Why does this hospital matter?
    5. 5. Primary Sources
    6. 6. Exercise 1 How do you recognize good leadership?
    7. 7. Leadership is.. Influence Real Change Shared Purpose Relationship
    8. 8. Trustworthy, Interdependent Partners
    9. 9. Trust Willingness to be vulnerable to others in risky situations
    10. 10. Trustworthy • Ability • Integrity • Benevolent Intentions
    11. 11. Person + Environment (system) = Behavior
    12. 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. 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. 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. 15. Daily progress doing meaningful work
    16. 16. Team Leaders / Immediate Supervisors
    17. 17. Whatever your level in the organization … you bear some responsibility for the inner work lives of the people around you (p. 181)
    18. 18. Even seemingly mundane events – such as small wins and minor setbacks – can significantly effect inner work life
    19. 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. 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. 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. 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. 23. Toxins • Disrespect • Discouragement • Emotional neglect • Antagonism
    24. 24. Exercise 2 What are the catalysts and inhibitors in your work environment? List at least three of each
    25. 25. Break! Session 2 starts at 2:30 pm
    26. 26. Session 2
    27. 27. For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
    28. 28. If you want to be effective at helping others change their behavior, then build a reputation for proactively changing your own behavior
    29. 29. Change Metaphor
    30. 30. Rider - Rational – Deliberates, analyzes, looks into the future – Provides planning and direction Elephant – Emotional – Feels pain and pleasure – Provides the energy
    31. 31. Direct the Rider Follow the bright spots: Investigate and clone the successes
    32. 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. 33. Script the critical moves Be specific about the behavior you want to change
    34. 34. Direct the Rider • What looks like resistance is often a lack of clarity • Clarity dissolves resistance
    35. 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. 36. Shrink the change: Break down the change until it no longer spooks the Elephant Sense of progress is critical
    37. 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. 38. Grow your people Encourage a growth mindset by praising effort rather than skill
    39. 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. 40. Motivate the Elephant Change is hard because people wear themselves out. What looks like laziness is often exhaustion
    41. 41. Shape the Path Tweak the environment. When the situation changes, behavior changes
    42. 42. Build Habits Supportive habits that are easy to embrace and advance the new behavior
    43. 43. Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
    44. 44. Checklists help educate people about what is best by showing then the right way to do something
    45. 45. Rally the Herd Behavior is contagious; help it spread
    46. 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. 47. The law of crappy systems trumps the law of crappy people 47
    48. 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. 49. Questions?