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4/25/2019 1 1 Coaching Your Team Through Change Leslie Lenser, Chief Human Resources Officer Meg Arnold, Director of Organizational Development Belmont University
Transcript of Coaching Your Team Through Change › images › downloads › ...•CEO transition •Change in...
4/25/2019
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Coaching Your Team Through Change
Leslie Lenser, Chief Human Resources OfficerMeg Arnold, Director of Organizational Development
Belmont University
4/25/2019
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Please finish this quote
Change done to us …
Change done by us …
Understand how people respond to
change.
Gain specific strategies and tools to better
guide your team through
change.
Session Goals
Recognize when coaching
is needed.
Learn the Four Cs of coaching
through change.
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Have a CHANGE in Mind
• Merger/Acquisition
• Reorganization/Restructuring
• CEO transition
• Change in Work Process
• Technology Change or System Introduction (i.e. HRIS)
Discussion In my experience…
A colleague has just been asked to lead a major initiative.
She has turned to you for advice on how to best coach
others through this change.
Take 5 minutes to discuss with a neighbor.
Share your experiences and distill into a change lesson.
“In my experience … “ + tell a story
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Change is Hard
Research indicates that …
Over two-thirds (>66%) of major change initiatives fail to realize their intended gains.
Yet, most unsuccessful changes evaluated (>95%) had good solutions.
So what differentiates success from failure?
Personal commitment to the change.
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Factors that Drive Our Feelings About Change
• Experience
• Relative (and recent) success or failure
• Context
• Perceived risk/reward
• Habits
• Personality
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Resistance-Support Spectrum
Motivation: What Really Works
The traditional view of motivation is extrinsic.
Today, the number one work motivator is emotion, not money. *
• 3 Drivers of Motivation: **
• Mastery – the desire to get better at stuff
• Autonomy – the desire to direct our own lives
• Purpose – the feeling we can make a difference
* Source: Amabile & Kramer (Progress Principle); ** Pink (Drive)
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Mastery• So absorbed in work that you lose track of time
• Clear objectives
• Receive regular feedback from your leader
• Times passes quickly
• Work is self fulfilling
• Internally motivated – want to get better and better
• Motivated without being overwhelmed
• Challenging work but not beyond capability
• Setbacks seen as challenge to improve
• Committed to work – even when don’t feel like doing it
Factors that Drive Our Feelings About Change
• Freedom to set goals to meet organization’s mission/objectives
• Schedule work/tasks
• Choose tasks that will make the biggest impact on goals
• Plan my day – i.e. attend mtgs, flex hours to meet work and personal commitments
• Measured by results not time/hours
• Input on how success is measured
Autonomy
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Purpose• Goals are meaningful
• Work is part of legacy
• Sense of purpose in the work
• “Us” not “them”
• Do the “right thing”
• Can choose most meaningful aspects of job
• Work allows growth, learning, and development
• Making a contribution
Signs Coaching is Needed➢ Something is not getting done or moving forward
➢Complaining or making excuses
➢ Expressing more emotion than seems warranted
➢Being asked repeatedly to provide answers, advice or make decisions for people who can do this for themselves
➢A change in a typical pattern of behavior
Coaching in the Moment©
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The Four Cs of Coaching Through Change
Clarity
Coaching: Confirmation
• Prepare yourself
• Reinforce Helpers and Champions• How can we do this?
• Validate feelings of loss (control, routine, competence, understanding, purpose, etc.)
Tool: Process to Move Past Resistance
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Three levels of resistance
1. “I don’t get it” (logic, thinking)
2. “I don’t like it” (emotional)
3. “I don’t like you” or “I don’t trust you” (relationship)
Resistance is the energy that can be used to move change forward!
Moving past change
resistance
• Resistance = a reluctance to choose
• Resistance = need for engagement1. Surface it2. Honor it3. Explore it4. Build a plan for overcoming it - solutions5. Map the solutions
• 70% Rule
Caution: Attempts to overcome resistance by breaking or beating it down, discounting it or avoiding/denying it, fail
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Coaching: Clarity
• Clear Vision
• Create sense of urgency
• Give them a vision that draws them into the NEW
• Consider moving towards (opportunity) vs. moving away (crisis)
Tools: Vision Elements, FROM/TO
Which Vision Statements Motivate You?
“To become the world’s most loved, most flown, and most profitable airline.”
“To create a better every-day life for many people.”“This train is
leaving. You can get on it or under it.”
“A world without Alzheimer’s disease.”“Changing
The World Without Changing
The Earth”
"We recalibrate brands to broaden awareness,
reframe global positions and re-connect with core
customers. Our business is to help you form
relationships and effectively engage."To be the most
successful computer
company in the world at delivering the best customer
experience in markets we serve.
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Effective Vision Statements
Tangible Desirable Feasible
Flexible Focused Simple
Change Vision: Two Important Elements
SENSE OF
URGENCY
FRUSTRATED
If your vision has sufficient energy and creates a sense of urgency, but you are not clear about what people can do and how they fit into the picture, you create frustration.
BORED
If you have a low sense of urgency and an unclear call to commitment, then your vision is boring.
INSPIRED
When urgency is accompanied by a clear call to action, people become excited.
SKEPTICAL
A low sense of urgency but a very clear call to action creates skepticism.
CALL TO COMMITMENT
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Current State to Future State
CHANGE DIMENSIONSStrategy – Services – Products – Culture – Structure – Policies –Processes – Technology/Tools
Mindset – Behaviors – Skills – Knowledge – Relationships
Coaching: Communication
• Ask what are the implications of status quo?
• Consider starting with what is NOT changing.
• Communicate ‘why’ at both a rational and emotional level.
• WIIFM - Make it personal
• MAP – Mastery, Autonomy, Purpose
• Encourage input and two-way dialogue.
Tools: Stakeholder Analysis, Communication Plan
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This Photo by Unknown Author is licensed under CC BY-NC-ND
Stakeholder Analysis
• Who is Impacted by the change?
• How are they impacted by the change?
• What motivates them?
• What resistance will they have?
• Who influences them?
• What do they need to know relative to the change?
• What do they need to do relative to the change?
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Key Messages
What are important shared themes and key messages for your audience?
Include bullets on such topics as:
• What’s the relevant vision or future state?
• Why has your organization decided make this change?
• WIIFM and WIIFC– why should they care and adopt change?
• What’s the From and To?
• What are the key changes and the impact?
• What are the benefits?
• How do you need their help? What do you need them to do?
Communication & Feedback
Increasing levels of detail as you get closer to the go live date.
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Communication Tips• Deliver the right amount of information at the points they
need it!
• Use multiple methods to ensure your message is heard; Avoid “one-size-fits-all”.
• Convey the WIIFM - must have some reason to care.
• Determine what you can use to create buzz about the change.
• Increasing levels of detail as you get closer to the “go live” date.
• Coordinate timing of communication with key milestones in change plan (and consideration of other organizational communication)
• Others??
Communication Plan for
Overall Communication
Objective
WHO: AudienceWHERE:
SeaWorld Seat
WHY:
Communication
Objective
WHAT: Message HOW: Channel/s WHEN: TimingWHO:
Lead
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Coaching: Celebration
• Create short-term wins
• Acknowledge and discuss the benefits of the change
• Give up symbols that represent the old - create symbols for the new
• Make highly visible gestures
• Align rewards and recognition with adoption• Work Hard – Play Hard!
Tool: Recognition Profile
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Insightful Coaching Questions• What is bothering you the most about this?• Could we talk? I’d like to understand your perspective.• What is the worst thing that could happen?• Who can help you with this?• How can you influence the situation in some way?• How can this be shifted to serve a greater good?• What do you need to say or do to be at peace with this?• Is there a conversation you need to have that you haven’t had yet?• What do you want to say that you have not said yet?• What is one action that you can take to move things forward?• What has kept you from taking action so far?• What would success look like?
Coaching in the Moment©
Take Away Tools
5-Steps To Move Beyond Resistance
Elements of Effective Vision
From/To
Stakeholder Analysis
Communication Plan
Recognition Profile
Coaching Questions
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The Change Process – The Impact of Change Management
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Your “experience” today
Please reflect and capture your thoughts.
What is one thing you will think
about differently?
What is one thing you will do differently?
