Managing TransitionsManaging Transitions

Keystone AAHAMKeystone AAHAM

December 8, 2012December 8, 2012

Does this sound familiar?Does this sound familiar?

Consider this…Consider this…

"When we are no longer able to "When we are no longer able to change a situation, we are change a situation, we are challenged to change challenged to change ourselves." ourselves."

- Victor Frankl - Victor Frankl

Objectives for TodayObjectives for Today

Gain a better understanding of differences Gain a better understanding of differences between change and transition;between change and transition;

Explore the Bridge’s Model of Transitions and its Explore the Bridge’s Model of Transitions and its use and application in managing transitions;use and application in managing transitions;

Improve coaching and management skills in Improve coaching and management skills in leading direct reports through transitions; andleading direct reports through transitions; and

Continue to develop our emotional IQ and grow Continue to develop our emotional IQ and grow our leadership abilities. our leadership abilities.

Change vs. TransitionsChange vs. Transitions

Change is situational:Change is situational:– Move to a new siteMove to a new site– Retirement of the ownerRetirement of the owner– Reorganization of the roles on a teamReorganization of the roles on a team

Transition is psychological:Transition is psychological:– Feelings of anxiety, insecurity, vulnerability, Feelings of anxiety, insecurity, vulnerability,

etc.etc.– Coping with the loss of the familiar, entering Coping with the loss of the familiar, entering

into the unknown and accepting the futureinto the unknown and accepting the future

Kotter’s Change Management Kotter’s Change Management StepsSteps

Create urgencyCreate urgencyForm a powerful coalitionForm a powerful coalitionCreate a vision for changeCreate a vision for changeCommunicate the visionCommunicate the visionRemove obstaclesRemove obstaclesCreate short-term winsCreate short-term winsBuild on the changeBuild on the changeAnchor the change in the corporate cultureAnchor the change in the corporate culture

(Kotter, John P., (Kotter, John P., Leading ChangeLeading Change (Boston: Harvard Business School Press, 1996) (Boston: Harvard Business School Press, 1996)

Bridge’s Transitions ModelBridge’s Transitions Model

Transition in NatureTransition in Nature

Endings, Letting GoEndings, Letting Go

““What we call the beginning is often the end What we call the beginning is often the end and to make an end is to make a and to make an end is to make a beginning. The end is where we start beginning. The end is where we start from.”from.”

- T. S. Eliot, “- T. S. Eliot, “Little GiddingLittle Gidding””

Experiencing EndingsExperiencing Endings

Disengagement:Disengagement:– Releasing the connections that bind you to an Releasing the connections that bind you to an

organization or personsorganization or persons

Dis-identification:Dis-identification:– Removing signs of the old identityRemoving signs of the old identity– Internal side of disengagementInternal side of disengagement

Disenchantment:Disenchantment:– The truths of reality no longer make senseThe truths of reality no longer make sense

Disorientation:Disorientation:– Things are increasingly unrealThings are increasingly unreal

KKübler-Ross’ Stages of Dyingübler-Ross’ Stages of Dying

Denial: Denial: – ““This can’t be happening to me!”This can’t be happening to me!”

Anger: Anger: – ““Why me? It’s not fair! Who’s to blame!”Why me? It’s not fair! Who’s to blame!”

Bargaining:Bargaining:– ““Can’t we just wait for a few more months?”Can’t we just wait for a few more months?”

Depression:Depression:– ““What’s the use?”What’s the use?”

Acceptance:Acceptance:– ““I understand it. I can’t control it. I accept it.”I understand it. I can’t control it. I accept it.”

Managing EndingsManaging Endings

Identify who’s losing whatIdentify who’s losing whatAccept the reality and importance of the subjective Accept the reality and importance of the subjective losseslossesDon’t be surprised by overreactionDon’t be surprised by overreactionAcknowledge the losses openly and sympatheticallyAcknowledge the losses openly and sympatheticallyExpect and accept the signs of grievingExpect and accept the signs of grievingShare information generouslyShare information generouslyDefine what’s over and what isn’tDefine what’s over and what isn’tMark the endingsMark the endingsTreat the past with respectTreat the past with respectLet people take a piece of the old way with themLet people take a piece of the old way with them

The Neutral ZoneThe Neutral Zone

““It’s not so much that we’re afraid of change It’s not so much that we’re afraid of change or so in love with the old ways, but it’s that or so in love with the old ways, but it’s that place in between that we fear…. It’s like place in between that we fear…. It’s like being between trapezes. It’s Linus when being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing his blanket is in the dryer. There’s nothing to hold on to.”to hold on to.”

- Marilyn Ferguson, American Futurist- Marilyn Ferguson, American Futurist

Dangers of the Neutral ZoneDangers of the Neutral Zone

People’s anxiety rises and the motivation falls.People’s anxiety rises and the motivation falls.People in the Neutral Zone miss more work than at other People in the Neutral Zone miss more work than at other times.times.Old weaknesses, previously parched or spackled over Old weaknesses, previously parched or spackled over reemerge in full flower.reemerge in full flower.People are overloaded, get mixed signals and systems People are overloaded, get mixed signals and systems are in flux and more than normally unreliable.are in flux and more than normally unreliable.People can become polarized: some want to rush People can become polarized: some want to rush forward and others want to go back to the old ways.forward and others want to go back to the old ways.Organization is vulnerable to outside attacks.Organization is vulnerable to outside attacks.

Your TaskYour Task

Get people through this phase of transition in Get people through this phase of transition in one pieceone pieceCapitalize on all the confusion by encouraging Capitalize on all the confusion by encouraging people to be creative and innovativepeople to be creative and innovativeHow can I make this interim between the old and How can I make this interim between the old and the new not only a bearable time but a time the new not only a bearable time but a time during which the organization and everyone’s during which the organization and everyone’s place in it are enhanced?place in it are enhanced?How can we come our of this time better than we How can we come our of this time better than we were before the transition started?were before the transition started?

Transitioning Breakdown to Transitioning Breakdown to BreakthroughBreakthrough

Lead by exampleLead by example

Provide opportunities for others to take stockProvide opportunities for others to take stock

Provide training in innovationProvide training in innovation

Encourage experimentationEncourage experimentation

Embrace losses, setbacks, disadvantages as Embrace losses, setbacks, disadvantages as entry points for new solutionsentry points for new solutions

BrainstormBrainstorm

Embrace “loyal opposition”Embrace “loyal opposition”

Launching a New BeginningLaunching a New Beginning

““Beginnings are always messy.”Beginnings are always messy.”

- John Galsworthy, British Novelist- John Galsworthy, British Novelist

AmbivalenceAmbivalence

Beginnings may reactivate some old Beginnings may reactivate some old anxieties that were triggered by the anxieties that were triggered by the ending.ending.The beginning is a gamble: there’s always The beginning is a gamble: there’s always the possibility that it won’t work.the possibility that it won’t work.Risky beginnings will resonate with past.Risky beginnings will resonate with past.Some people find the Neutral Zone more Some people find the Neutral Zone more enjoyable than either the ending or the enjoyable than either the ending or the beginning.beginning.

The 4 P’s of BeginningsThe 4 P’s of Beginnings

PURPOSE:PURPOSE:– People must understand the logic of the outcome People must understand the logic of the outcome

sought before they will turn their minds to it.sought before they will turn their minds to it.

PICTURE:PICTURE:– People need to experience the outcome sought People need to experience the outcome sought

imaginatively before they can give their hearts to it.imaginatively before they can give their hearts to it.

PLAN:PLAN:– People need a clear idea of how they can get where People need a clear idea of how they can get where

they need to go.they need to go.

PART:PART:– People need a tangible way to contribute and People need a tangible way to contribute and

participate.participate.

Rules for Reinforcing a New Rules for Reinforcing a New BeginningBeginning

Rule 1: Be ConsistentRule 1: Be Consistent

Rule 2: Ensure Quick SuccessesRule 2: Ensure Quick Successes

Rule 3: Symbolize the New IdentityRule 3: Symbolize the New Identity

Rule 4: Celebrate the SuccessesRule 4: Celebrate the Successes

Summing UpSumming Up

Change + Human Beings = TransitionChange + Human Beings = Transition

Thank You!Thank You!

John N. Snader, MBA, FACHE, FCPPJohn N. Snader, MBA, FACHE, FCPP

President and CEOPresident and CEO

Brethren VillageBrethren Village

3001 Lititz Pike3001 Lititz Pike

Lancaster, PA 17606Lancaster, PA 17606

(717) 581-4383 - Telephone(717) 581-4383 - Telephone

jsnader@bv.orgjsnader@bv.org - Email - Email