my thoughts on change and the support of people going through change

1. COACHING CHANGE AND
TRANSITION
Advanced coaching techniques for organizational change

2. CORE PROTOCOLS
• Check in
• Check out
• Pass
• Un-pass
Jim and Michele McCarthy
https://liveingreatness.com/core-protocols/

3. TRIBES AND CONSTELLATIONS

4. THE OBSERVATION ROUND
Pair up
Choose who is no.1 and who is no.2

5. WHAT CHANGES HAVE YOU FACED
RECENTLY?
• Take a few minutes to write down some recent changes you’ve faced
• find a partner and share any changes you are comfortable sharing
• What emotions are in the fore front of your mind when thinking about change?
• What sort of emotions are those emotions?
Do changes that happen to you
elicit different emotions or
actions from the changes you
initiate?

6. CHANGE MANAGEMENT
Change management often focusses on the
tangible changes and leaves the people behind,
there is an assumption that if change is
implemented then people will automatically
transition to a new model.Tangible
change
Technical
Business
Org

7. PEOPLE OVER PROCESS
PeopleProcess
Characteristics of successful change
management programs:
1. Define measurable stakeholder aims and create a
business case for their achievement (which should
be continuously updated)
2. Monitor assumptions, risks, dependencies, costs,
return on investment, dis-benefits and cultural
issues
3. Effective communication that informs various
stakeholders of the reasons for the change (why?),
the benefits of successful implementation (what is
in it for us, and you) as well as the details of the
change (when? where? who is involved? how
much will it cost? etc.)
4. Devise an effective education, training and/or
skills upgrading scheme for the organization
5. Counter resistance from the employees of
companies and align them to overall strategic
direction of the organization
6. Provide personal counseling (if required) to
alleviate any change-related fears
7. Monitoring of the implementation and fine-
tuning as required

8. ASSUMPTION #1:
ORGANIZATIONS ARE MACHINES
Each of us lives and works in
organizations designed from 17th
century images of the universe.
The universe of Isaac Newton and
Francis Bacon was a seductive
place filled with clockwork images
promising us prediction and
reliability, teaching us to
view everything, including
ourselves, as machines.
- Margaret J. Wheatley

9. ASSUMPTION #2:
CHANGE HAPPENS AS A RESULT OF
EXTERNAL INFLUENCES
Change managers run change
programs to change the
organization, change agents
make change happen

10. ASSUMPTION #3: THINGS FALL APART
Just because you stop exerting your will on
the world it doesn’t mean it will fall apart

11. TRUTHS
TRUTH #1: ORGANIZATIONS ARE LIVING, DYNAMIC SYSTEMS
TRUTH #2: CHANGE IS AN INHERENT CAPACITY OF LIVING SYSTEMS
TRUTH #3: ORDER IS INHERENT IN THE UNIVERSE
Stewart Kaufmann, a scientist working in complexity
theory, has said, "This is a world where you get order for
free." Order arises spontaneously when you create simple
connections.

12. TOP DOWN ORGANIZATIONAL
CHANGE
senior
team
Managers
Do’ers

13. TOP DOWN ORGANIZATIONAL
CHANGE
senior
team
Managers
Do’ers

14. BOTTOM UP ORGANIZATIONAL
CHANGE
senior
team
Managers
Do’ers

15. COMMON ORGANIZATIONAL
CHANGE
senior
team
Managers
Do’ers

16. WHEN DOES THE JOURNEY START?
t

17. TRANSITIONS
The William bridges transition model

18. THE PARADIGM CHANGE IN
CHANGE
t

19. COACHING CHANGE
A D K A R
Awareness Desire Knowledge Action Reinforce

20. CLEAN SLATE
How do I fail the
context?
How does the
context fail me?
How do I serve
the context?
How does the
context serve me?
Context
Context
System
Team
Company
Family
Myself

21. SPHERES OF INFLUENCE
What do you have
direct control of?
What can you
influence?
What do you have
no influence over?
Inner: our behaviors, our
actions, our attitudes
Middle: our work
environments, friends,
colleagues, family (We can
influence them but we
cannot control them.)
Outer: weather, politics
and
policies that fall far outside
our personal reach, the
behavior of people we
have no
contact with.
In which circle do you
spend most of your
mental energies and
which circle is the
source of many of your
worries and
conversations?
How can you divert
your attention to
the inner and
middle circles and
how can
doing so can
indirectly affect the
outer circle?

22. SUBJECTIVE REALITY AND
COGNITIVE SHORT CUTS

23. SEPARATE YOUR SHIT FROM THEIR
SHIT
L I STEN Pair up
Using non-verbal cues only
Really listen to the other
person telling a personal
story

24. REFLECTIVE LISTENING
Same pairs?
What's on your mind?
Listen and repeat back key phrases or words
And what else?
What's the real challenge here for you?
swap

25. JOHARI WINDOW
Arena Blind spot
Facade Unknown
Known to
others
Not
known to
others
Known to self Not known to self

26. ADJECTIVES
able
accepting
adaptable
bold
brave
calm
caring
cheerful
clever
complex
confident
dependable
dignified
empathetic
energetic
extroverted
friendly
giving
happy
helpful
idealistic
independent
ingenious
intelligent
introverted
kind
knowledgeable
logical
loving
mature
modest
nervous
observant
organized
patient
powerful
proud
quiet
reflective
relaxed
religious
responsive
searching
self-assertive
self-conscious
sensible
sentimental
shy
silly
spontaneous
sympathetic
tense
trustworthy
warm
wise
witty

27. THE ERA OF ALWAYS ON
TRANSFORMATION
1. Inspire through purpose
• Financial and operational goals are ok but aren’t
motivating for most people
2. Go all in
• Rather than a focus on cost reduction consider
medium term strategies for growth
3. Enable people with the capabilities to succeed during
the transformation and beyond
• Tools, skills and reinforcing collaboration behaviors
4. Instill a culture of continuous learning
5. Inclusive leadership
• Vision, roadmap and accountability is only half the
picture for an inclusive leader