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Coaching for Change Management
This document discusses coaching as a tool for managing change. It outlines the three stages of change: endings, the edge, and new beginnings. Coaching is most effective during the edge stage when people are uncertain and exploring. The document recommends managers take the role of coach and lists reasons for resistance to change. It then describes the seven disciplines of coaching and how coaching conversations can uncover fears/hopes and turn discussions into action plans. The document provides an example coaching conversation template and identifies critical success factors that may require action.
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Coaching for Change Management
- 1. Coaching for Change Management ACritical Leverage for the Edge
- 2. At the Endof This Session You Will… • Understand the 3 Stages of Change • When Coaching can have the biggest impact • Who is the best person to take the role of the coach • What is coaching • How Coaching conversations can be an effective tool for Change transition • How to create Action from Coaching
- 3. Stage 1: Endings •Anger • Sadness • Fear • Shock • Anxiety
- 4. Stage 3: NewBeginnings • Enthusiasm • Hope • Energy • Understanding • Acceptance • Commitment
- 5. Stage 2: TheEdge • Confusion • Uncertainty • Frustration • Stress • Exploration • Creativity
- 6. What Happens atthe Edge? • We are at the stage past REACTION – (Instinctive – ‘no choice’) • We are at RESPONDING – (Thoughtful – ‘a proactive choice) • It’s not about Ability – it’s about Awareness • Awareness Creates Choice
- 7. Reasons for Resistanceto Change • Lack of awareness of reason for change or consequences of not changing • Lack of visible support and commitment from managers • Organization’s past performance with change • Concern about job loss/change • Old habits • Personal history • Lack of involvement • Lack of reinforcement • Overload/change situation
- 9. Why Coaching? 1) Coachingis a supportive, accountable relationship that focuses on change, learning and moving forward. 2) Effective coaching can alleviate many of the reasons for resistance and build support for the change throughout the organization. 3) Creates an environment which allows employees to ask questions, comment on specific worries and concerns - receive clarification 4) Opportunity to gather feedback about the change and the change management efforts. 5) **Creates desire, knowledge, ability and reinforcement
- 10. Who is thebest to take the role of the Coach? • Closest to the impacted employees? • Best position to identify and manage resistance? • Has the opportunity to develop action plans? • Can follow up on a timely basis? Manager/Direct Supervisor
- 12. The 7 CoachingDisciplines • Build a positive platform • Agree on the outcomes • Pass ownership to the employee Contract • Be authentic • What the coach believes is what the employee will perceive • Have a beginner’s mind
- 13. This is nota tell and sell discussion Listen without reservation • The listener shapes the conversation Ask great questions • Probe without pushing • Challenge without forcing Convert to action • Small, successful steps builds confidence • If it’s not written down – it won’t happen Problem Solving
- 14. The Coaching Conversation Uncover the Fear/Hope Whatis your biggest fear, biggest hope? What is happening? Focus: were it to change what would make the biggest difference? Turn the conversation into action Feedback Make tomorrow come alive Agree on today’s reality. The first issue raised is often not the real issue. Establish goals, push for action and allocate resources Focus on one thing at a time Ongoing, timely, authentic
- 15. Most Critical VariablesCurrent (Strength, Average, Weakness) Key Areas Which Require Action: Manager’s Response Take Action Involve Manage Expectations Team Member Actions Action By When
- 16. Most Critical VariablesCurrent (Strength, Average, Weakness) Skill development and training Weakness – Kelly has not been to attend any formal training in the last 6 weeks Goals and performance expectations are clear Average – although clear on the executive message and the alpha deliverable – Kelly is not sure specifically what is expected of her Ideas and values are supported Average – sometimes Kelly feels her ideas are pushed to the side by some team members Key Areas Which Require Action: • Skill development and training • Goals and performance expectations are clear Manager’s Response Take Action • alleviate some work load off Kelly from Project ABC to allow time to attend training • Co-design a scoreboard/dashboard with Kelly and Team to communicate goals and results in timely fashion Involve • Project Training Team Lead - training schedule • Contact PM or another member from Kelly’s project team to see if some of her responsibilities can be shifted to another team member Manage Expectations • Timelines for shift of responsibilities will not move • Allocate extra time at monthly meeting for December for Kelly to present ideas. Team Member Actions Action By When Identify and connect with 2 people from the pilot that went through the transition. Meet for informal discussion. January 15/16 Book and attend 3 training sessions in the Training Calendar February 1/16 Share ideas regarding process improvement for Project ABC Next project status meeting in January
- 17.
- 18. Resources/References • Centre forTalent Retention • Prosci (2013) • Change Matters (Insights) • Leading on the Edge of Change (col + lab coaches)
Editor's Notes
- #2 Change Management is a term used to describe significant alterations to an existing: business model, philosophy, or business approach – it is designed to improve the company’s overall performance.
- #4 These are all REACTIONS Anger: “I don’t care”, “Nobody wanted it” Sadness: “It just won’t be the same.”, “What will do without…” Fear: “What else is going to happen?” Shock: “What’s really going on?”, “I can’t believe…”, “I didn’t see it coming” Anxiety: “I better figure out how I fit in”, “I better do what they ask”
- #5 Enthusiasm: “Hey, this seems pretty good”, “Let’s get going” Hope: “Seems like we’re on our way” Energy: Participation is increased, pace picks up, more initiative, less dependence Understanding: “We need to do things this way” Acceptance: “This feels right”, “This is really helping” Commitment: Encouraging others to come along, Establishes own goals that fit into the “new”
- #6 The Edge – this is no longer REACTIONS – this is about RESPONDING – can take action here. The Edge – this is where you can tip, pull, or push them over Confusion: “Now what do I do?” Uncertainty: “I don’t know how this will work” Frustration: “Nobody’s telling us anything” Stress: Increase in sick time, lateness, more conflicts arise – less tolerance Exploration: “Let’s try this, this could work”, There’s more trying out possibilities Creativity: More energy, more enthusiasm, building onto others ideas, more tolerance
- #10 Exhibits visible, consistent support and engagement Coaching is an effective means to create desire, knowledge, ability and reinforcement in your front-line employees who are the ones that will make or break the Change Management plan and sustain or reject the change – therefore are the individuals invaluable to the success of a project – they are the clients – they are the end result!!! Coaching uses a one-to-one dialogue framework. It quickly enables managers to understand what is “most critical” to employees, what it is really like and what actions both the manager and employee can take to increase the employee’s engagement in the change and to move forward successfully.
- #11 Research shows that employees want to hear the personal awareness of the need for change from the person they report to. A Manager’s desire to change directly influences an employee’s desire to support the change. By showing their support and commitment to the long-term adoption of a change, managers and supervisors provide reinforcement to keep a change in place.
- #13 People have their own answers The person being coached chooses the focus The coaching process is unique to each person The relationship is based on trust and honest communication by both participants Agreement: agree on movement Intuition: When you get an intuitive hunch, express it without being attached and see how it lands with the other person Curiosity: show genuine, non-analytical interest in what is being said. The coach does not lead in a certain direction.
- #14 Listening: this is an art, a skill and a discipline that only comes with practice. To really listen you need to ignore your own needs and concentrate your attention on the person speaking. A coach listen without judgment and opinions, focusing on the client’s agenda, vision and purpose. Powerful Questions: Try to use open-ended, though provoking questions that deepen the topic being discussed. Try to create clarity and evoke learning and/or action. Examples: What I think you are saying is….. When would you like to do this? How would you like to be held accountable? What kind of clarity on …….. Are you looking for? What do you already know about….? If I could help you find the resources your are looking for – what would you like them to be? 6. Action and Learning: Coaching is held in the context of deepening the learning and moving forward through action.
- #15 Individual coaching sessions are one-on-one opportunities for supervisors and managers to work on change with specific employees. The face-to-face messages received are important as employees work through Understanding – create an understanding of the current reality – what are the facts Depth of Feeling – How do I feel about this reality/facts? What does this mean to me personally? Ideas Options: What ideas and options can be explored? What are the opportunities and possibilities? What will it look like? Response: What actions will I commit to that create forward momentum?
- #16 Template for Action Planning from the Coaching Conversation.
- #17 An example