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Advanced coaching of change v0.3
- 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/
- 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.
- 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
- 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
Editor's Notes
- Good tool for building team intelligence Good way of setting boundaries that are specific to individuals comfort zones We cannot know what each person is comfortable with and this allows us to consider their feelings and willingness to participate Use a ‘talking stick’
- Tribes’ Instructions Get everyone to standup in a circle. Explain that someone will step into the middle of the circle and say a statement that is true for them (this is normally started by the facilitator). For example, I normally start with “I am addicted to coffee, where are my tribe members?”, if there is anyone else in the circle who that statement is also true for, they then step into the centre with me. Disperse that tribe and every one should move back to circle and then the next person steps into the centre and says another statement. Remember only one “tribe” at a time Where Tribes was binary, you were either in or you were out. We now move onto constellations, which allows you to express to which extend you agree with a statement or how true it is for you. Place an object (a beanbag or Posit-it) in the centre of your circle. Explain that now when someone says a statement, you want them to move closer to or farther from the item in the centre, in relation to how true that statement is for them... the truer the statement is for them, the closer they should be to that centre. Onceeveryonehasmoved,havethemlookaroundandseewheretheirteammates are standing. When they have all looked around, get everyone to reset back to the circle before the next statement is said.
- no.1’s turn around No.2s change 3 things about yourself No.1s turn back around What are the 3 changes? No.1s turn around again No.2s change 3 more things No.1s what are the changes How did that feel?
- Are changes that you own more exciting or less worrying than those imposed on you?
- Are 1-7 people centric or process centric?
- http://www.margaretwheatley.com/articles/Wheatley-Chaos-and-Complexity.pdf The Victorians built an empire through a mechanistic approach to organisations, they did this through bureaucratic process and built an education system to create people who were able to furnish the parts to this global ‘computer’
- This is a simplistic view of the journey of individuals and they can move back as well as forward.
- As these truths become more self evident and widespread
- https://www.ted.com/talks/jim_hemerling_5_ways_to_lead_in_an_era_of_constant_change#t-120552 Jim Hemerling