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Leading Through Change

Nan McKay

The Perfect Storm

Baby Boomers are currently retiring at 10K a day

Many of the Baby Boomers that are still working are “set in their ways” and don’t like change They want everything to stay the same until they

retire

Gen Y will comprise 50% of the workforce in 2020

Younger Gen Y and Z are willing but not able Lack of experience

The Perfect Storm Gen Z, particularly, has a short attention span and

needs to be taught in small bursts Technology is not fully utilized Portals, scanning, e-signing, etc.

No internal blueprint in place to lay out the procedural steps for each functional area HOTMA final rule (probably due out in 2020) will

change any current leadership systems in place Policy, procedure and software But in most cases, there is only policy and software,

no detailed procedures to start from to changeWhen HOTMA is finalized, a huge number of Baby

Boomers may take the final leap to retirement

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Anticipated Changes

What changes do you anticipate for 2020?Staffing – retirement, turnoverReorganizationRegulations > policy> procedures > formsSoftwareOther

A A Recent Change

Think about …

A work-related change you have made in the last twelve months

Two adjectives to describe your feelings about making this change

Reactions to Change

1. People feel awkward, ill at ease, and self conscious

2. People are at different levels and readiness for change

3. People feel they do not have enough resources

4. People think about what they are going to have to give up and not what they will gain

5. People feel alone even if others are going through the same change

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Reactions to Change

6. People do not always push limits or take risks

7. People can only handle so much change

8. Some changes get made but are not noticed

9. People questions why the leader is not making the same changes they are asked to make

10.People will revert to their old behavior if you do not continue to focus on the change

Managing Negative Attitudes

Why do people resist change?Change requires a change of habits Habits are automated forms of action, creating

action without conscious thought Habits take the place of creative thinking Habits allow you to make your way through the

day with a minimum of mental effort People want life to continue as “normal”

Managing Negative Attitudes

Why do people resist change?” Change introduces uncertainty If you are required to make a change to your

actions, then you are being asked either to go against your current beliefs, or to change your beliefs “Better the devil you know”

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Managing Negative Attitudes

Planning for Change

Don’t start with the benefits

People are more concerned about WIIFMShare information Let people express concernsProvide a “how to” on implementation

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Stages of Concern

1.Information concerns

2.Personal concerns

3.Implementation concerns

4.Impact concerns

5.Collaboration concerns

6.Refinement concerns

Information Concerns

What is the change? Why is it needed? What is wrong with the way things are

now?How much and how fast does the

organization need to change?

Personal ConcernsHow will the change impact me personally? What’s in it for me (WIIFM)? Will I win or lose? Will I look good?How will I find the time to implement this

change?Will I have to learn new skills? Can I learn

new skills?

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Implementation Concerns

What do I do first? Second? Third?How do I manage all the details?What happens if it does not work out as planned?

Where do I go for help?How long will this take? Is what we are experiencing typical?How will the organization’s structure and systems

change?

Impact Concerns

Is the effort worth it?

Is the change making a difference? How?

Are we making progress? Are things getting better? How?

Collaboration Concerns

Who else should be involved?

How can we work with others to get them involved in what we are doing?

How do we spread the word?

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Refinement Concerns

How can we make the change even better?

Can we improve upon our original idea?

The Consequences

What happens when you do not respond to Information, Personal, Implementation, and Impact concerns?What increase?What decreases?

5 Steps to Successful Change

6. Acknowledge and understand the need for change

7. Communicate the need and involve people in developing the change

8. Develop change plans

9. Implement change plan

10.Evaluate progress and celebrate success

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Situational Change LeadershipChange Leadership

Diagnosis—Ability and willingness to look at a situation and assess the concerns of the people who are being asked to change

Flexibility—Ability to use a variety of change leadership strategies comfortably

Partnering for Performance—Willingness to partner with the people who are being asked to change so that they can voice their concerns, influence the process, and increase their commitment to the change

Change Leadership Behaviors

Focusing Behavior

The extent to which leadership:1.Advocates a specific change2.Works with others to define the business

case, vision, and implementation plan3.Directs resources at the change4.Holds people accountable for implementing

the change

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Focusing Behaviors

Select the change leadership team

Advocate a specific change for the organization

Prioritize where the change fits among other organizational initiatives

Explain the business case for change

Lead the visioning process

Focusing Behaviors

Lead the implementation planning process

Set up pilots and/or experiments

Align the organization’s infrastructure with the change

Deploy resources to support the change

Provide training to give people the knowledge and skills they need to implement the change

Holds people accountable for making the change

Expand Involvement & Influence

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Contrasting Approaches to Leading Change

Change proposed

Vision and implementation plan

communicated

Somebuy-in

Some behavior change

Training provided

Change proposed

and discussed

Lots of buy-in

Behavior change begins

Right infrastructure created

Training provided

Lots of people involved in defining the business case, refining the vision, and planning the implementation

Pain, lack of action, consultants brought in to figure out why the change

is not working

Change becoming

“sticky”

Minimal Involvement, Top-Down Change Effort Fast Start, Slower Achievement of Results, and Less Change-Leadership Capability Developed

Lasting results

High Involvement, Collaborative Change EffortSlower Start, Faster Achievement of Results, and Development of Increased Change Capability

Marginal results

Inspiring Behavior

The extent to which leadership:1.Expands opportunities for involvement and

influence2.Models the behaviors expected of others3.Celebrates success

Inspiring Behaviors

Expand opportunities for involvement and influence throughout the change process

Surface people’s concerns so they can be addressed

Seek out resisters to find out why they are resisting

Celebrate success

Recognize individuals who are changing

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Inspiring Behaviors

Endorse the change; shares excitement and optimism

Provide encouragement and reassurance

Connect early adopters with others who need to change; increases contacts between advocates and others

Encourage others to challenge the status quo

Expand Involvement & Influence

Explain why change is needed

Collaborate on implementation

Make the change sustainable

Explore options

Early Preparation

Document the as-is Establish comprehensive leadership systems

so there is no question about how work is done Policy, procedure, forms, letters

Update comprehensive admin plan

Using regulations, comprehensive admin plan, and software program used, establish “desk guide” for each functional area as “blueprints” of as-is

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After HOTMA Finalization

When HOTMA is finalized, what is to be done?

Install revised software including portals and other technology as financially feasible

Revise leadership Systems in place Establish “blueprints” to follow (process memos will

probably not suffice especially if no detailed procedures are already in place) Decide on methodology

Management Role Train all staff on revised regulations, admin plan,

procedures, and software Supervisors and staff learning together

Divide into functional areas and re-divide into smaller chunks Use a variety of training methodologies Your own YouTube channel, procedures

Utilize current regulatory online training and develop online training beyond regulations for leadership systems Depending on size of agency, develop teams of 3-

5 people to process (e.g. recerts)

Management Role

Mentor, mentor, mentor Train supervisory staff on coaching and

mentoring

Reevaluate within first quarter and revise as necessarySome of the regulations will be

implemented later than othersRevise above as needed and reuse process

above again

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Develop an Action Plan

GOAL

Task Staff Start Date End Date

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