Understanding and Leading an

Organization Through Continual

Growth and Change

Participant’s Guide

Association of Fundraising Professionals

Chicago Chapter2015

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Section Description Time Running TimeBEGINNING OF SEGMENT ONE

Opening Introductions, objectives, personal objectives

15 min 10:15AM - 10:30AM

Circle Exercise Small, Middle, Large circles, connections with your organization. Also talk briefly about changes over the next two years.

25 min 10:30AM - 10:55AM

Eye Openers Facts About Change 10 min 10:55AM - 11:05AM

Change Continuum Superficial, incremental, continuous, transformational.

10 min 11:05AM - 11:15AM

Personal Identities Personal values exercise 25 min 11:15AM - 11:40AMEND OF SEGMENT ONE

Break Lunch Break 75 min 11:40AM - 12:55PM

BEGINNING OF SEGMENT TWOPredictable Process of Change

Kubler-Ross Model. First part of the video.

30 min 12:55PM - 1:25PM

Circle of Influence Overview 15 min 1:25PM - 1:40PM

Stress Show the stress segment of video 15 min 1:40PM - 1:55PM

Break 15 min 1:55PM - 2:10PMEND OF SEGMENT TWO

BEGINNING OF SEGMENT THREE

Iceberg /Leader’s Role /Leadership

Analogy// Employee needs/leaders role// Leadership vs. Management

25 min 2:10PM - 2:35PM

Change Equation Explain and exercise 45 min 2:35PM - 3:20PM

Closing Use Word Association and/or Business Unusual exercises

20 min 3:20PM - 3:40PM

END OF SEGMENT THREE

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OpeningSection Time: 15 minutesRunning Time: 10:15AM - 10:30AM

Personal Objectives

What personal objectives do you have?Please write them below.

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Circle ExerciseSection Time: 25 minutesRunning Time: 10:30AM - 10:55AM

Exercise

You will be divided into three smaller groups with each group at a different easel page set around the room.

Function Group documents changes at the individual/department level (tools, jobs, teams, knowledge needed, technology, expectations, hours, titles).

Organization Group documents organizational changes (leadership, colleagues, processes, members, donors).

World Group documents global changes economy, world events, telecommunications, technology).

When you are finished, hang the easel pages next to each other in this order: Professional, Organization, World. When asked, give a brief report and then as a group note connections among the pages. Draw lines connecting items on different pages.

What impressions do you have when you take in the whole picture?

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Change Happens!

What big changes are happening in your function?

What are the changes within your organization in the past three years?

What are the changes the world and your industry has seen (gone through) in the past three years?

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Eye OpenersSection Time: 10 minutesRunning Time: 10:55AM - 11:05AM

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Change ContinuumSection Time: 10 minutesRunning Time: 11:05AM - 11:15AM

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THE CHANGE CONTINUUM

• What is low impact to one person, may be high impact to another.• It is dangerous to assume you how an individual is affected.• The most reliable way to find out how individuals are affected is to ask them.

Where am I on the Continuum in relation to a current change?

Change #1

Change #2

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Superficial Incremental Continuous Transformational

Robert Tannenbaum

Personal IdentitiesSection Time: 25 minutesRunning Time: 11:15AM - 11:40AM

Exercise

You need 3 things: Paper, pen, and a partner. Work in pairs. Each person needs 10 small pieces of paper.

Each member of the pair takes a turn being the questioner; the other person is the responder. The questioner asks the responder, “Jane, who are you?” The responder replies with a noun, adjective, short phrase or whatever comes to mind. The questioner writes it on a piece of paper, turns the paper over, and repeats the question, always using the person’s name. The question is asked 10 times, yielding 10 “identities” on 10 pieces of paper. Then the pair reverses roles and completes a second set of responses.

Once everything is done, each of you should take you own responses and prioritize them in order of importance. Line up your words in front of you, with the least important identity closest to you. Also record them on the “Personal Identities & Change” page in your Participant’s Guide.

Look at your 10th or least important identity. Think for a moment what it means to be that. Now crumple it up and throw it away.

Repeat for 9. See if there is any resistance. Keep repeating until you see great resistance in the group to throwing away their identities.

Look at your remaining identities. If these go will the change be superficial or transformational? If you lose these, will you continue to be who you are, or will you lose yourself? Remember , the questions is about WHO you are, not WHAT you are. These are qualities and characteristics, not just what your job is.

How many of you in your top 5 have job-related identities? Chances are few if any. So what about changes at work? Are they transformational?

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PERSONAL IDENTITIES & CHANGE

“Who are you?”

Prioritize from most important (#1) to least important (#10)

1.

2.3.

4.

5.

6.

7.

8.

9.

10.

Flexibility comes from…

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Lunch BreakSection Time: 75 minutesRunning Time: 11:40AM - 12:55PM

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Predictable Process of ChangeSection Time: 30 minutesRunning Time: 12:55PM - 1:25PM

LearningsConsider a real change that you have experienced and record you answers to the first two questions on the “Predictable Process of Change” page in their Participant’s Guide.

Record your learnings from the video at the bottom of that page.

.

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PREDICTABLE PROCESS OF CHANGEReaction to change is an emotional process with

o A beginning and ending

o Identifiable stages

What feelings or behaviors are you seeing with this change?

How are you reacting to change in your work group?

What did you hear in “Managing Change and Transition”?

o

o

o

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Circle of InfluenceSection Time: 15 minutesRunning Time: 1:25PM - 1:40PM

CIRCLE OF INFLUENCE

Questions to consider often:

→What is in my Circle of Concern?

→What is in my Circle of Influence?

→Where do I spend most of my time and energy?✓Circle of Concern?

✓Circle of Influence?

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StressSection Time: 15 minutesRunning Time: 1:40PM - 1:55PM

When asked, share your stress-management strategies.

Learnings

Record your learnings on the “Stress” page of the Participant’s Guide.

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STRESS

Stress is a normal reaction to change.

Our response to stress is not always negative. It can:

Energize

Motivate

On the negative side it can:

Cause physical harm

Cause emotional harm

Limit productivity

Ways to manage the stress related to change:

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BreakSection Time: 15 minutesRunning Time: 1:55PM - 2:10PM

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IcebergSection Time: 5 minutesRunning Time: 2:10PM - 2:15PM

CHANGE - An Iceberg Analogy

RULES FOR MOVING ICEBERGS

1. Catalyst - an iceberg will tend not to make departures without some side force being applied. With 90% below “see” level, only by melting the bottom can there be movement forward.

2. Connection - pushing only on the top risks flipping the berg over, causing potential harm. It will right itself to the original position.

3. Constant Pressure - small steady force is necessary to keep the berg moving. Without it, it will float directionless for years.

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Leader’s RoleSection Time: 15 minutesRunning Time: 2:15PM - 2:30PM

Exercise

Divide into two groups. Each group gets as easel.Group 1 charts associate needs in times of rapid change.Group 2 chart’s the leader’s role during these times.

After 10 minutes, hang the easel pages on the wall side-by-side and as a group give connections between the two.

Record your learnings on the “In Times of Change” page in the Participant’s Guide.

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In Times of Change

You’ve watched the pace of change accelerate over the past few years. You are expecting it to continue during the foreseeable future. Times like these put new demands on everybody in the organization.

“We can’t wait for the storm to blow over, we’ve got to learn to work in the rain.”

(Pete Silas, former Chairman of Phillips Petroleum)

EMPLOYEES NEED: LEADERS/MANAGERS ROLE(S):

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LeadershipSection Time: 5 minutesRunning Time: 2:30PM - 2:35PM

Management vs. Leadership

When asked, look at the lists on “The Role of the Leader” page in the Participant’s Guide and discuss the differences.

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THE ROLE OF THE LEADER

Managing Change Leading Change

Timelines BehaviorsMilestones EmotionsProjects InvolvementObjects PeopleDeadlines Transitions

When managing change, leaders define what outcomes are expected and determine the plan for execution from that point backward.

When leading change, you start with where people ARE and develop a plan for moving from that point forward.

THEREFORE: LEADERS/MANAGERS need to:

Determine Readiness for Change

Plan for Movement

Gain a Critical Mass of Influencers

Discuss and Determine Threats and Opportunities

Consider Current Impact, Future Impact, and Time Frame

Anticipate and Prepare for Possible Resistance and Problems

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Change EquationSection Time: 45 minutesRunning Time: 2:35PM - 3:20PM

The Change Equation

Richard Beckhard

ExerciseChoose a change from the Organization circle (Circles exercise) or to consider a new one.

Divide into 4 subgroups with each one taking one element of the formula. Then list elements on an easel page. Something that might help is to note that you should list:

D = Why is this change happening? V = What are the benefits of making this change? F = First steps to prepare the organization and its people for this change? R = What resistance to this change will you as a leader have to deal with?

After about 10 minutes, place your easel pages next to each other in the order of the formula. Make sure there is a six-inch space between each page. When asked review your easel for the other participants.

LearningsRecord their collective results on “The Change Equation” page in their Participant’s Guide.

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The Change Equation

All elements of the formula must be present or the resistance to the change will not overcome.

Using a case study or a current change initiative define:

D:

V:

F:

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ClosingSection Time: 20 minutesRunning Time: 3:20PM - 3:40PM

Business as “Un”usual

When asked, individually complete the “Business As ‘Un’Usual” checklist in your Participant’s Guide. Compare responses in small groups and then with the entire group.

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BUSINESS AS “UN”USUAL(From Pritchett & Pound booklet of same name: Guidelines for Times of Change and Transition:)

Check how you/your organization is doing in these 27 areas:

Doing Well Needs to Improve Guideline s

* Be a Change Agent - flexible & adaptable

* Don’t Give Away Power - best defense is a good Offense

* Keep a Positive Attitude - enthusiasm

* Give Clear-cut Marching Orders s- minimize ambiguity with specifics

* Focus on Short-term Objectives/achievement

* Establish Clear Priorities - things that count

* Nail Down each Person’s Job Responsibilities

* Promise and Sell Change - straight forward

* Get Resistance in the Open - invite/explore it

* Raise the Bar - engineer success not failure

* Motivate to the Hilt - matched to the person

* Encourage Risk Taking - tolerate mistakes

* Don’t Try to Cover all the Bases - delegate

* Create a Supportive Work Environment - by Encouraging and affirming people

* Ride “Close herd” - nip problems in the bud

* Re-Build Morale - celebrate meaning & value

* Provide Additional Job Know-how/new skills

* Pass out “Psychological Paychecks” - reward

* Beef-up Communications Efforts - listen, ?

* Go Looking for Bad News - expect trouble + don’t shoot the messengers

* Protect Service & Quality - close to customers

* Re-recruit Good People - romance winners

* Take Care of “me” Issues - answer questions

* Conduct Organizational Therapy - venting

* Reduce Job Stress - humor/no surprises

* Be Supportive of Upper Management

* Be a Leader - seize the opportunities!

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CONCLUSIONS

Focus on what you can control…

Manage your own response

Plan for the future

Accept that change will happen

Let go of what you can’t control

Others’ actions and reactions

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THINGS TO REMEMBER

When people think differently, they act differently. Strategies, structures and cultural changes only occur AFTER mindsets are changed. These strategies are meant to help people frame the change in a more positive way, so that individual transitions may occur. After the individual has transitioned, they can use these strategies to lead others in the organization, as it moves forward.

INVOLVEMENTj– People support what they help create Involving people early has the greatest impact Personal goals must align with goals of the

institution to get the best commitment

COMMUNICATIONSj– Is 55% visual, 38% vocal and only 7% verbal When you don’t answer the what, why, when

and how, the grapevine will The more complex the subject or more

resistant the audience, the greater the need for variety in your communication planning

EDUCATIONj&jTRAININGj-jNeedsjto precede the change Must be relevant, timely and transferable Is an ongoing process, not an event

COACHINGj&jSUPPORTj– Includes developing new skills, breaking barriers to growth and confronting those off track

REINFORCEMENTj– By being visible, patient, open and sincere in your praise

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AGENTS OF CHANGE

When leaders and managers think about reinventing their organizations, they think in terms of strategies, structures and cultures. What they often forget to do is realize that the very strategies, structures and cultures that they are trying to change are rooted in their own thinking.

“Executive reinvention is the first step toward real and fundamental change” (Tracy Gross from “The Last Word on Power”)

Philosophy for Mediocrity Change Agent Thinking

Be suspicious of any idea from below. Provide forums for new(After all, if it were good the people at ideas throughout the the top would have thought of it first.) organization.

Insist people go thru multiple levels of Reduce red tape andhierarchy to gain approval (no matter in what barriers to change.direction. The point is to slow them down)

Have departments challenge + criticize We can get more done each other’s proposals, then pick winners. by trialing new things(This will guarantee they never collaborate and combining our on anything again) learnings.

Withhold praise and express criticism freely. Look for what is going(How else will they know we have standards.) well and reorganize it.

Change policies in secret. Reorganize often Involve people in the and unexpectedly. It keeps people off balance process + communicateand on their toes. openly and often for

maximum effectiveness.

Be control conscious. Count everything often Provide information thatto keep people busy and loose change tied up. is needed and build

flexibility into the systems.

Keep doing what we’re doing. “You plant corn, you get corn!”

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ADDITIONAL RESOURCES

Managing Transitions: Making the Most of Change (1991) by William Bridges.

A Survival Guide to the Stress of Organizational Change (1995) by Price Pritchett and Ron Pound.

The Employee Handbook for Organizational Change: Facing the Problems, Finding the Opportunities (1990) by Price Pritchett and Ron Pound.

Leading Change (1996) by John P. Kotter.

Leading Change: The Argument for Values-Based Leadership (1996) by James O’Toole.

Change Masters (1985) by Rosabeth Moss Kanter

Switch: How to Change Things When Change Is Hard (2011) by Chip Heath & Dan Heath.

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