Leading Change—Even If You’re Not in Charge

ME
AM Tutorial
4/29/13 8:30AM

Leading Change—Even If You’re
Not in Charge
Presented by:
Jennifer Bonine
Up Ur Game Learning Solutions

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073
888-268-8770 ∙ 904-278-0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

Jennifer Bonine
Jennifer Bonine is a partner and VP of global delivery for Up Ur Game Learning Solutions, a global people
development company that offers F2F and virtual models for team and personal development. Jennifer
began her career in consulting, implementing large ERP solutions. She has held director level positions
leading development, quality assurance and testing, organizational development, and process
improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the
world’s largest technology companies, Jennifer served as the Strategic Quality and Process Improvement
Executive. Throughout her career, she has had the opportunity to build several global teams from the
ground up while managing the required organizational change.

Understanding, Leading, and
Managing Change

Jennifer Bonine
jennifer@upurgame.org
www.upurgame.org
© The Insights Group Ltd, 2009. All rights reserved.


Topics
Change (What is it)
Communication Strategies
Techniques for overcoming
resistance



1

Change is a Process



Impact of Culture on Introducing
Organizational Change



2

Culture


5

Do your values and proposed
initiatives align to your
organizations culture



3

People, Process, Technology

7

Different Types of Change
Initiatives
Team Synergies in process and tools – due to
acquisitions or mergers
Creating new paradigms – developing new ways
to add value or need to improve customer
satisfaction
Strategic Planning – new plan is required due to
organizational changes or new competitors in
your industry



4

Rules of Engagement
Do no harm
Commitment – Seen by everyone
All Change involves personal choices – make
sure it makes sense to people
The relationship between change and behavior
will not happen over night
Connect the change to business/learning
strategies and incentives
Involvement breeds commitment
Make sure the change results in tangible benefits
or increased capacity



The Emotional Response to a Positively
Perceived Change



5

The Emotional Response to a
Negatively Perceived Change

Edited from E.K. Ross


Critical Dimensions for Successful
Change Agents
Respect Differing Frames of Reference
Develop Plans of Action
Establish Synergistic Relationships
Multiple Communication Styles
Build Commitment
Anticipate and Manage Resistance
Understand Power and Influence


6

Communication Strategy
• Identified fit for change to Culture
• Selected an initiative that aligns to the
culture
• Have sponsors for the initiative

What’s Next ?
Biggest element that determines success or
failure:
Communication Plan and Strategy



Interpersonal Communication
According to Albert Mehrabian:
• 7% Words - Literal
• 38% Tone of Voice - Interpretation
• 55% Context, Body Language Interpretation
• In other words…
Communication is 7% about WHAT you say
and 93% about WHO you say it to!
14

7

EXERCISE
• Circle the words on the page that you
identify most with and that describe you
best
• Can circle as many as you want or as few
(no minimum or maximum)


cheerful

challenging

reflective

firm

objective

accommodating

tactful

accurate

active
driving

factual

well-argued

patient

structured

constant

calculating

diplomatic
influencing

courageous

mobile
loyal

logical
forceful

co-operative
friendly
calm

impulsive


stable
daring

conventional
consistent
analytical

realistic

reliable

sensitive

convincing

persuasive

assertive

fun

steady

cautious

purposeful

strong-willed

caring

concise

determined

enthusiastic

outgoing


harmonious
amenable
sociable
optimistic

decisive
correct
engaging
exact


8

Using Proven Tools to Target
Communication
Cool Blue
Introversion and Thinking
Style is task-focused, calm
under pressure, thoughtful
and objective.

Earth Green
Introversion and Feeling
An approach favoring depth,
reflection, harmony and
consensus.


Fiery Red
Extraversion and Thinking
High activity, working with
others, being logical
and focusing on facts.

Sunshine Yellow
Extraversion and Feeling
Couples sociability and
consideration for others with
action-orientation and
entertaining.

Communication Profile as a
tool
• Focuses on improving personal,
interpersonal and team effectiveness
• Provides a simple framework and common
language
– Verbal and Visual
• Developed specifically for the work
environment



9

What Do You Think?
Harvard Business Review 2002
What percentage of business issues are due
to the lack of inter-personal communication
skills not the competencies of the parties?

87%

Understanding The Steps to
Personal and Team
Effectiveness
Step 3
Learn how to adapt your
behaviour to interact more
effectively with others
Step 4
Take action and put
your learning into
practice

Step 1
Explore and
discover more
about yourself

Step 2
Learn how to recognize
and appreciate others’
differences



10

Recognizing
Types
Every time you
meet someone you
have the
opportunity to
practice your skill
of recognizing and
adapting to their
color energies.



Recognizing
Types
Step One...
Do they “speak to think” (red/yellow)
or “think to speak “(blue/green)
Step Two...
Are they more formal (blue/red)
or relaxed/informal
(green/yellow)

Formal

Quick
Speak
To think

Quiet
Think to
Speak

Relaxed



11

Thinking and Feeling

Thinking
Preference

Informal, Personal,
Considerate, Involved,
Subjective, Caring,
Accommodating,
Harmonious, Relationships,
Morale

Formal, Impersonal,
Analytical, Detached,
Objective Strongminded, Competitive,
Correct, Task, Systems,

Feeling Preference

Compass Learning Guide – The Psychology of Self Understanding – Section 1.3




12

News Flash: Cambridge University Research
Aoccdrnig to a rscheearch sduty at Cmabrigde
Uinervtisy, it deosn't mttaer in waht oredr the ltteers
in a wrod are, the olny iprmoetnt tihng is taht the frist
and lsat ltteer be at the rghit pclae. The rset can be
a taotl mses and you can sitll raed it wouthit
porbelm. Tihs is bcuseae the huamn mnid deos not
raed ervey lteter by istlef but the wrod as a wlohe.

*Be clear in your communication strategies.
People will fill in the blanks with their own perception
And reality about the change


Strategies to Overcome Resistance
Don’t overwhelm people – understand the
organizations absorption capability
Education and awareness
Listen and get to the root of the resistance
Target messages/communication by
personality type
Socialize your ideas with different people
ahead of time
Provide a feedback mechanism



13

Conclusion
Cost of failure is high -organizations will lose
confidence in leadership if management cannot
successfully fulfill the promises of their announced
intentions
Make sure the change aligns with your culture
Be aware of and manage resistance actively
Target communications by personality type
Ensure you have adequate sponsorship



Jennifer@upurgame.org



14

What is the culture of your current Organization?
1. Characteristics
2. Beliefs
3. Norms or traditions
4. Values

Does this differ among teams, business units, under
different executives?

List your proposed initiatives or changes you want to
make in your organization. Do they align to the culture
you described above?

How to Observe Your Current Organizational Culture
You can obtain a picture of your current organizational
culture in several ways. To participate in the assessment of
your organizational culture, you must:
• Try to be an impartial observer of your culture in
action. Look at the employees and their interaction in
Susan M. Heathfield. “How to Understand Your Current Culture”
http://humanresources.about.com/od/organizationalculture/a/culture_create.htm

your organization with the eye of an outsider. Pretend
you are an outsider observing a group that you have
never seen before.
• Watch for emotions. Emotions are indications of
values. People do not get excited or upset about things
that are unimportant to them. Examine conflicts closely,
for the same reason.
• Look at the objects and artifacts that sit on desks and
hang on walls. Observe common areas and furniture
arrangements.
• When you observe and interact with employees, watch
for things that are not there. If nobody mentions
something that you think is important (like the
customers), that is interesting information. It will help
you understand your organization's culture.
Assess Your Organizational Culture
You can assess your current organizational culture in several
ways.
Participate in a Culture Walk: One way to observe the
culture in your organization is to take a walk around the
building, and look at some of the physical signs of culture.
• How is the space allocated? Where are the offices
located?
• How much space is given to whom? Where are people
located?
• What is posted on bulletin boards or displayed on
walls?


What is displayed on desks or in other areas of the
building? In the work groups? On lockers or closets?
• How are common areas utilized?
• What do people write to one another? What is said in
memos or email? What is the tone of messages (formal
or informal, pleasant or hostile, etc.)? How often do
people communicate with one another? Is all
communication written, or do people communicate
verbally?
• What interaction between employees do you see? How
much emotion is expressed during the interaction?
These are just a few of the questions to answer when you
observe and assess your organizational culture. Take a
culture walk frequently to observe organizational culture in
action.
Culture Interviews: Interview your employees in small
groups. It is just as important, during these interviews, to
observe the behaviors and interaction patterns of people as it
is to hear what they say about the culture.
Since it is usually difficult for people to put into words what
the culture is like, indirect questions will gain the most
information. The following are examples of indirect
questions you can ask during a culture interview.
• What would you tell a friend about your organization if
he or she was about to start working here?
• What is the one thing you would most like to change
about this organization?
• Who is a hero around here? Why?
•


What is your favorite characteristic that is present in
your company?
• What kinds of people fail in your organization?
• What is your favorite question to ask a candidate for a
job in your company?
Culture Surveys: Written surveys taken by people in the
organization. Create the survey using the information
collected during your culture walk and interviews.
•


Leading Change—Even If You’re Not in Charge

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