Skills building training day 2 habits resistance and influencing for change

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Skills building training day 2 habits resistance and influencing for change

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Skills building training day 2 habits resistance and influencing for change

  1. 1. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Change Management – Session 2 Jocelyne Rasé October 2013
  2. 2. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Day Two The normal process of change • Examine your won predictable reaction to change • Challenge your own distorted thinking in the face of change • Break old habits Influencing without authority at each stage of the change curve • Work together across the boundaries of organisations as SMD Facilitators • The STEP Model + Leadership Capability & Potential Model • The Values you stand for Influencing tips • Tools and techniques for selling ideas: the elevator pitch • The rule of 3
  3. 3. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Organisational Change
  4. 4. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Skill - Will Grumpy Expert Skill SM Facilitator OK if I do OK if I don’t Can’t Do Won’t Do Eager Novice Will
  5. 5. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir When trying to drive change, ask yourself… Awareness Desire Knowledge Ability Reinforcement Do they know that they need to change? Do they want to change? What is in it for them? What are the consequences for them of not changing? Do they have the required knowledge? How can they acquire tit? Are they able to apply skills and knowledge? Is coaching/support required? What happens when they do (or do not) display required behaviour/way of working? Is there positive reinforcement when they do? Are there negative consequences when they do not? 5
  6. 6. David Ulrich Model for Accelerating Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Monitoring Progress Making It Last Levers For Change Mobilizing Commitment Preparing Leading Change Shared Need Shaping Vision Executing David Ulrich /via/ Kay Kendall - Baldrige-Coach.com
  7. 7. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Accelerating Change 1. Leading Change (WHO) – Having a champion who personally sponsors the change, who stands for the change, who makes the change part of his/her leadership agenda, and dedicates time to the change. 2. Creating a Shared Need (WHY) – Making sure that there is a reason to change (either danger or opportunity in the short or long term), making sure that this is widely shared (through data, demonstration, or demand), and making sure the need for change exceeds the resistance to change. 3. Shaping a Vision (WHAT) – Making sure that the desired outcome of change is clear, legitimate, and widely understood and shared. 4. Mobilizing Commitment (WHO ELSE) – Making sure that there is a commitment from a strong network to make the change work, that the right people are willing to invest in the change, that organizational “influencers” are involved, and that it gets management attention. 5. Using Levers for Change (HOW) – Making sure that the management practices are used to complement and reinforce change, that the “systems” in the organization are congruent with the change. 6. Monitoring Progress (HOW) – Making sure that progress is real, that benchmarks are set and realized, and that indicators are established to ensure progress. 7. Making It Last (HOW) – Making sure that once change is started, it endures; that appropriate plans are made and followed, and that learning in one part of the organization is shared throughout the organization.
  8. 8. Organisational Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Leading Change (WHO) • • Having a champion who personally sponsors the change, who stands for the change, who makes the change part of his/her leadership agenda, and dedicates time to the change. SM Facilitators need manage up – find a sponsor with high level of authority and influence Creating a Shared Need (WHY) • Making sure that there is a reason to change (either danger or opportunity in the short or long term), • • • • Making sure that this is widely shared (through data, demonstration, or demand) Making sure the need for change exceeds the resistance to change. SM Facilitators promote the opportunity to seize in the change Anticipate resistance
  9. 9. Organisational Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Shaping a Vision (What is expected) • Making sure that the desired outcome of change is clear, legitimate, and • • SM Facilitators need to tell what change looks like widely understood and shared Communicate the change of mindset necessary – to train people, run workshops, discussion groups, formally & informally with key stakeholders to make the vision alive and cascade it down Mobilizing Commitment (Who else could be involved) • • • Making sure that there is a commitment from a strong network to make the change work SM Facilitators need to influence and find allies Get management’s attention in each ministry – who else an you involve
  10. 10. Organisational Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Using Levers for Change (HOW) • Making sure that the management practices are used to complement and reinforce change, that the “systems” in the organization are congruent with the change. • SM Facilitators need to look at systems • Promote best practices Monitoring Progress (How we are measuring getting better) • • • • • Making sure that progress is real, that benchmarks are set and realized Making sure that KPI are established to ensure progress SM Facilitators need to keep a record ongoing improvement, Report progress to SMC project staff and MoD, Meet with each other to benefit from their experience
  11. 11. Organisational Change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Making It Last (How we are going to keep the momentum) • • Making sure that appropriate plans are made and followed SM Facilitators need to make sure that that learning in one part of the institution is shared throughout the whole organisation
  12. 12. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir How can you fail as a SM Facilitator? • Allowing too much complacency – Leading Change • Failing to create a sufficiently powerful guiding coalition Mobilising Commitment • Underestimating the power of vision- Shaping a Vision • Under- communicating the vision – Creating a Shared Need • Permitting obstacles to block the new vision - Using Levers for Change • Failing to create short-term wins – Using Levers for Change • Declaring victory too soon – Monitoring Progress • Neglecting to anchor changes firmly in the organisation culture - Making it Last
  13. 13. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir You are NOT alone!!!!! We want people who … Have the right mindset – Continuous Improvement Understand the normal process of change Understand human psychology when it comes to change Can anticipate resistance and cope with it Are clear about their own sense of purpose – what they stand for Who can communicate briefly and concisely to all levels in the institution the importance of Strategic Management • Can explain clearly what SM is about • Can make full use of the resources available to them • • • • • •
  14. 14. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The importance of being aligned 14
  15. 15. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Leadership Capability & Potential To be a SM Facilitator Tasks: • Technical Mastery • Results Orientation • Adaptability • Strategic Judgment CAPABILITY MOTIVATION Personal Capabilities: • Self awareness • Assertiveness Can • Team Orientation • Coaching others you do it? Impact Do you want to do it? REPUTATION Are you seen as someone who can do it? Behaviours: • Role modelling your values • Being aware of your reputation • Effective stakeholder management
  16. 16. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Importance of Reputation
  17. 17. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Pick 4 words you want to be known for Reliable? Organised? Dynamic? ?
  18. 18. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir How many times do I have to….? Results Efforts 80/20 15/11/2013 18
  19. 19. The S.T.E.P. model Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Efforts STOP THINK S.T.E.P. EVALUATE Results PROCEED DIFFERENTLY 19
  20. 20. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Keeping a Journal Journaling is an exercise of affirmation of your strengths: learn to articulate and document your accomplishments on a regular weekly basis; especially proactive activities which tend to be less visible than reactive ones. What did you do right?  SELF AFFIRMATION Record 5 good things you accomplished this week when you had real impact – not what you did but HOW you did it. On the other hand, journaling is also an exercise of humility, paying attention to what can be done better, in a smarter way, which lessons can be learned for ongoing improvement of your performance.  HUMILITY Record 5 points that need improvement - 5 lessons learned How would you handle a similar situation in the future… What would you do differently? 15/11/2013 20
  21. 21. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir There are 3 types people going through the door • Those who say: «What happened?» - Focused on stepping OUT • They are caught off guard – holidng on to the good old days – nostalgia • Those who wait for things to happen to them - to be pushed • Someone will solve my problem – passive agrressive • Those who make things happen – Focused on stepping IN • • • Taking matters into their own hands, NOW Those who are excited Those who might be afraid but still do it
  22. 22. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Who moved MY cheese ???????? 22
  23. 23. There are 4 types of reaction to change Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir • Those who anticipate change BEFORE they have to • Those who deny change, get angry when it happens; and think that it will invariably lead to something worse • Those who adapt step-by-step and discover that change can lead to better things • Those who jump at the opportunity and run !!?!!£?$44xx!$X $xx£!!xf€!!!! ? Go!
  24. 24. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Who moved my cheese? BEFORE Understand that change happens Anticipate change Monitor change(s) DURING Stop fighting change Adapt to change quickly – don’t procrastinate Change - Just do it! Enjoy change, it might actually be good! AFTER Maintain momentum Monitor progress Be ready to quickly change again and again 24
  25. 25. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Food for thought… EVALUATE THE SITUATION • Smell the cheese often so you know when it is getting old • Noticing small changes early helps you adapt to bigger changes that are to come • Old beliefs do not lead you to new cheese • The quicker you let go of old cheese, the sooner you find new cheese 25
  26. 26. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Food for thought… ENVISION THE FUTURE • There is always new cheese out there, whether you recognise it or not • Imagine yourself enjoying new cheese • Movement in a new direction helps you find new cheese • When you move beyond your fears, you feel free: What would you do if you were not afraid? • When you move beyond your pre-conceived ideas, you feel free: What would you do if you changed your mindset? 26
  27. 27. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Learned Helplessness
  28. 28. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir What is a Habit?
  29. 29. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Just because you have always done it this way does not mean that it is not incredibly stupid !
  30. 30. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Breaking Old Habits
  31. 31. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Fallacy of Status Quo It’s not that bad…
  32. 32. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Old Tapes Self defeating messages • • • • • • • • • • • • • What’s the point? That’s the way it is! We have always done it this way If it’s not broken, don’t fix it…. It wont make any difference if I say anything… If nobody can fix it, why should I bother? I am too old for this, I don’t have the energy I don’t want to create more tension than there already is – Be nice Don’t make a mountain out of a mole hill! Don’t rock the boat! What’s the big deal? It’s not so bad! I’ll do it tomorrow - What’s the rush? You have to know your place
  33. 33. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Old Tapes Feel good messages • • • • • • • • • • • • • Don’t worry, be happy! (USA) - Take it easy! Chill & relax…. Chillax (India) C’est la vie! (France) Mañana (Spain) - Mañana será otro día Domani e un altro giorno! (Italy) Jak Bóg da! (Poland) If it does not kill you, it will make you stronger Go with the flow (Belgium) Endiselenmeyin! Det går nok (Denmark) Rahatlayin! (Turkey) Ná bac (Ireland) Sin é an sceál (Ireland) Was dich nicht umbringt, macht dich stärker! (Germany) To se správí(Czech Republic)
  34. 34. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Pygmalion effect • Children in school labeled as very intelligent will perform better than children labeled less so, even if the assignment to a group is purely arbitrary. • Same thing for mice
  35. 35. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Power of Distorted Thinking • Personalizing • Magical thinking, • Magnifying • Mind reading • Minimizing • Comparing • Either/Or thinking • “Catastrophising” • Taking events out of context • Predicting • Jumping to conclusions • Self-fulfilling prophecy • Over-generalizing • Assuming • Self blame • False belief 35
  36. 36. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Negative Thinking FACT My husband is late and he did not call me ASSUMPTION He forgot about me BELIEF He does not care about me anymore EMOTION I am upset. I feel neglected REACTION I become depressed. I stay in bed 36
  37. 37. Negative Thinking Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir jumping to conclusions – going from A to Z without any distance FACT My boss went to the meeting without me ASSUMPTION He does not trust me anymore BELIEF He thinks I am incompetent EMOTION I am anxious REACTION I worry. I avoid him. I start looking for another job We can stop at each step, try to find another explanation and decide how to proceed… 37 You are in the driver’s seat!!!!
  38. 38. Negative Thinking Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir jumping to conclusions – going from A to Z without any distance FACT My manager did not respond to my invitation to discuss SM ASSUMPTION He does not care BELIEF He thinks SM is unnecessary EMOTION I am angry, resentful. REACTION I am demotivated. I avoid him. I don’t care anymore 38 We can stop at each step, try to find another explanation and decide how to proceed…
  39. 39. Daniel Kahneman – “Thinking Fast & Slow” Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir “Here is a leader of a nation and he is intelligent and strong” Is he's a good leader?
  40. 40. Daniel Kahneman – Thinking Fast & Slow Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir • Intelligent • Strong • Corrupt? I haven't told you anything about character. You were not waiting. You took the information that you had and made the best story possible out of it. That's the way a mind works. We take the easy way & get the wrong answer
  41. 41. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Quick Ways To Beat Our Biases Track our decisions • Keep a decision-making notebook--if every time that you come to an important decision you map out the inputs, you'll better see the incompleteness of the story that you're telling yourself. Reframe your questions • • Instead of describing a product as 20% fat , wouldn’t it be more attractive if I described a product as 80% fat free? Instead of 40% of people are against this policy, talk about 60% are in favour of it Examine your assumptions Apply an open, innovative mind in examining our blind spots • We believe bad news more than good news • If a customer has a bad experience, he/she talks about it in average to 20 people • If a customer has a good experience, he/she reports to 1-3 people
  42. 42. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir With your peer • What is your preferred tendency when you are under pressure? • What is your favorite “old tape” ? Where does it come from? • How do you cope? • Who or what can help you “think straight” again?
  43. 43. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  44. 44. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir The Giraffe and the Refrigerator… Capitalise on what you already know 15/11/2013 44
  45. 45. Getting a YES Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir  Principles & values Ex: ‘Fairness is more important than success' ‘I think that older people deserve consideration. – experience is the key to success’ It would be unproductive to spend time attempting to dislodge these deep-seated principles. Instead, harness them to add leverage to your suggestions.  Beliefs & opinions Sometimes you have to change lingering beliefs or convictions before you can proceed further. Ex: “People only care about themselves – they are selfish” Ex: “People who work in public administrations are more rigid than people in private organisations”  Needs & wants How will your suggestions benefit the other person? Do you know what they want?
  46. 46. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Getting a YES Principles & values • ‘Respect for tradition is more important than success’ • ‘Fairness is more important than results” • “Being appreciated is more important than being right’ How can we appeal to respect for tradition, fairness, and popularity and still implement the reform? Beliefs & opinions • As a result of the implementation of the reform, people will lose their jobs • “Reforms never last… you just have to wait and see…” • “People who work in public administrations are more rigid than people in private organisations” How can we challenge their thinking? – by coaching (Day 4) Needs & wants Ask people what they need or want to support the reform?
  47. 47. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Influencing Tips • Talk less, listen more People are less likely to resist when you show them that you understand their concerns. Listen to their feelings, worries and make sure your solutions include them • Make them like you – Be charming It is hard to say NO to someone you like. We tend to like people who share our background and interests, so play up similarities. Flattery works – be sincere. • Do a favour Doing something for someone gives you influence. Everyone understands the need to repay later what another person has given them. (ex: win-win – giving free candies with the bill in restaurants)
  48. 48. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Tips • Adjust your heart beat to theirs To be influential with someone, you need to be on the same wavelength, in sync, aligned, connected.. Mimicking & mirroring are important techniques of engagement. Only when your hearts beat as one, can you truly negotiate a win-win solution. • Promise satisfaction No matter how tense the conversation, promise that something good will come out of it for all involved. • Be clear of what you want – ask for it Many people are willing to comply but they don’t know exactly what they should do… Tell them. Making comments, giving hints or hoping that people will read between the lines is ineffective and counter productive.
  49. 49. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Tips • Always give the person a choice People are more likely to agree with you when they have the option of saying NO. The more freedom you give people after you explained what you expect of them, the more they will submit to your will. Resistance often comes from the lack of choice. • Call for action Plan for the next step. • Always thank the person for their cooperation, time, attention, etc Make the person feel good about themselves. They might not remember what you said but they will remember how they felt.
  50. 50. Use winning – compelling – potent words… Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir • Best • Different • Unique • Innovative • Club IPhone • Coupon • Inexpensive • Best deal • Free • Popular JC Penneys • Enjoy • Fun • Trouble free • User friendly Apple • Security • Safety • Guaranteed • Reliable Volvo • Logical • Proven • Researched • Makes sense • Strategic • Tested • ROI • Evidence IBM Pharmaceuticals • Personal touch • Convenient • Connected • Easy • Customised • Simple • Customer focused IT • Practical e-commerce
  51. 51. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir • How would you introduce yourself and explain your role as SM Facilitator? • What do you say to catch attention, grow interest and have influence? • What do you want him/her to remember?
  52. 52. Introducing yourself Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir About YOU I am… I am responsible for… I report to… I stand for … (working together – being aligned) About WHAT YOU WANT THE PERSON TO REMEMBER  My mission is…  This is how I do it…  The result will be…
  53. 53. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir Assignment • The Thomas Killman Questionnaire • Read the handout on Influencing skills
  54. 54. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir See you tomorrow…

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