leading change
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Training for Nevada Department of Health and Human Services, July and August 2013TRANSCRIPT
Bret L. Simmons, Ph.D.www.bretlsimmons.com
Training for Nevada Department of Health and
Human Services
Leading Change
Agenda• 9 am. Session 1: Leadership• 10:15 am. Break• 10:30 am. Session 2: Progress Principle• Noon – Lunch• 1 pm. Session 3: Switch• 2:30 pm. Break• 2:45 pm. Session 4: Organizational Citizenship• 3:45 pm. Wrap-up
Primary Sources
Changes I need to make
• Sheet in the back of your handout• Add two items after each session• Prioritize top two in wrap-up session• When you return to work
– Apply the change formula you will learn today– Invite accountability– Make continual improvement a habit
Exercise 1
How do you recognize good leadership?
Leadership is..
InfluenceReal Change
RelationshipShared Purpose
Power (influence) is the heart of leadership
Only when leaders and followers actually intend substantive, transformative changes is a leadership relationship possible.
Trustworthy, Interdependent Partners
Trust
Willingness to be vulnerable to others in risky situations
Trustworthy
• Ability• Integrity• Benevolent Intentions
Interdependent Partnership
Responsibility
Expectations
Accountability
Learning
Responsibility
• Foundation of interdependence• Unless and until you assume full
responsibility for yourself, you force others to assume responsibility for you
• Performance– Master your current job– Continuously improve how that job is done
• Caring
Expectations
• Framework of interdependence • Know what’s expected of you• Share your expectations of others with
them• Make this a team activity• Promise to deliver
Accountability
• Binding strength of interdependence • Two principles
– Always starts with you: performance, caring, expectations, encourage and enable others
– When you look at others, look for solutions rather than blame
• Don’t look the other way when it matters
Learning
• Fulfillment of interdependence • Change in behavior• Core performance technology• If you stop learning and growing, you
will increasingly become either a burden or a stranger to others at work
REAL Relationship
• Are you dependent, independent, or interdependent in your work relationships? How does your style of relating affect others at work?
• Are you really learning and growing at work? Name one thing you are doing better now than 3 months ago.
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Purpose: The Missing Factor
Vision – where we are goingMission – who, when, how we
will get thereValues – rules of engagement
and norms of behaviorPurpose – why we do what we
do
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Purpose
• Never changes• Short and easy for all to remember• Serves as a guide for daily behavior• When reasonable people disagree
on the “right thing to do”, purpose should be the guiding principle
Purpose
Organizations flourish when everyone behaves purposefully
Process of Leadership
Trustworthy, interdependent partners focused on real change that advances the shared purpose
Add two items to your list of changes you need to make
Break!Session 2 starts at
10:30
Session 2
Person +
Environment (system) =
Behavior
Behavior at Work
Person
PersonalityAttitudesValues
PerceptionsEmotionsMotivation
System
PoliciesProceduresEquipment
HiringTrainingStaffingRewards
Performance EvaluationSupervisionDaily Events
Behavior
HelpingCivility
TardinessAbsenteeism
TurnoverParticipationPreparationPerformance
Inner Work Life Effect:
“People do better work when they are happy, have positive views of the organization and its people, and are motivated primarily by the work itself.” (p, 47)
WorkdayEvents
Perceptions/thoughts(Sensemaking aboutworkday events)• The organization• Managers, self, team• The work• Sense of
accomplishment
Emotions/feelings(Reactions to workday events)• Positive emotions• Negative emotions• Overall mood
Motivation/drive(Desire to do the work)• What do to• How to do it• When to do it• Whether to do it
IndividualPerformance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle
Even seemingly mundane events – such as small wins
and minor setbacks – can significantly
effect inner work life
The Progress PrincipleEvents signifying progress• Small wins• Breakthroughs• Forward movement• Goal completion
The Catalyst FactorEvents supporting the work• Setting clear goals• Allowing autonomy• Providing resources• Providing sufficient time• Helping with the work• Learning from problems and successes• Allowing ideas to flow
The Nourishment FactorEvents supporting the person• Respect• Encouragement• Emotional support• Affiliation
Positive Inner
Work Life
Amiable, T & Kramer, S. (2011). The Progress Principle
1
2 3
Daily Events
The power of setbacks to diminish happiness is more than twice as strong as the power of progress to boost happiness. The power of
setbacks to increase frustration is more than three times as strong as the power of
progress to decrease frustration. (p. 92)
Meaning Killers
• Dismiss someone’s ideas• Make employees doubt the
work they do is important• Assign people to work for
which they are overqualified• Keep people from assuming
full ownership of their work
Inhibitors
• Unclear goals• Micro-management• Lack of resources (e.g. information,
equipment, funding, personnel, training)• Time pressure• Punishment (vs. learning) from problems or
mistakes• Shut down open discussion• Increased workload + decreased control
Toxins• Disrespect • Discouragement• Emotional neglect• Antagonism
Daily progress doing meaningful work
Team Leaders / Immediate Supervisors
Whatever your level in the organization … you bear some responsibility for the inner work
lives of the people around you (p. 181)
Recommendations
• Systematic awareness• Stay tuned everyday• Target support• Check in – don’t check-up• Events change the culture• Tend to your own inner work life
Exercise 2
What are the catalysts and inhibitors in your work environment?
List at least three of each
Add two items to your list of changes you need to make
Lunch!Session 3 starts at 1 pm
Session 3
For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
Change Metaphor
Rider - Rational – Deliberates,
analyzes, looks into the future
– Provides planning and direction
Elephant – Emotional
– Feels pain and pleasure
– Provides the energy
Direct the RiderFollow the bright spots:
Investigate and clone the successes
Destination postcards:Shows the Rider where you are headed and the Elephant why the journey is worthwhile
Change is easierwhen you know whereyou are going and whyit is worth it
Script the critical movesBe specific about the behavior you want to change
Direct the Rider• What looks like resistance
is often a lack of clarity• Clarity dissolves
resistance
Motivate the Elephant
Find the feeling
Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
Shrink the change:
Break down the change until it no longer spooks the Elephant
Sense of progress is critical
Make change a matter of identity, not consequences
Who am I? What kind of situation is this? What would someone like me do in this
situation?
Grow your people
Encourage a growth mindset by
praising effort rather than skill
Growth Mindset
• Talent is NOT fixed unless you believe that it is. Treat talent as something almost everyone can earn, not that just a few people own.
• Everyone can learn to work smarter
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Motivate the Elephant
Change is hard because people wear themselves out.
What looks like laziness is often exhaustion
Shape the PathTweak the environment. When the
situation changes, behavior changes
Build Habits
Supportive habits that are easy to embrace and advance the new
behavior
Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
Checklists help educate people about what is best by showing then the right way to do something
Rally the HerdBehavior is contagious; help it spread
Shape the path
What looks like a people problem is often a situation problem. When you shape the path, you make the change more likely, no matter what’s happening with the Rider and the Elephant
The law of crappy systems trumps the law of crappy people
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Exercise 3
Identify a change that is happening right now at work. Discuss ways that you can direct the Rider, motivate the Elephant, and shape the Path to help improve the success of this change
Add two items to your list of changes you need to make
Break!Session 4 starts at 2:45
Session 4
Organizational CitizensTaker, Matcher, or Giver
Takers view success as attaining results that are superior to others
Matchers see success in terms of balancing individual accomplishments
with fairness to others
Givers characterize success as individual achievements that have a
positive impact on others
How you give determines if you will achieve long term success or languish at the bottom
Concern for Other’s Interests
LOW HIGH
Concern for Self-Interest
LOW Apathetic Selfless: Self-sacrificinggivers
HIGH Selfish:Takers
Otherish:Successful Givers
Exercise 4
How can you improve the citizenship behavior in your organization?
Discuss ways you can direct the Rider, motivate the Elephant, and shape the Path to create more otherish givers in your organization.
Wrap-up
Add two more items to your list. What are the top two changes that
you need to make?
Questions?
Changes I need to make
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Notes