MANAGING THROUGH CHANGE

FACILITIES SERVICES – REFRESHING MANAGEMENT SKILLS TRAININGMARCH 2014

OUR FS CULTURE – AND CHANGE

Going Well• Teamwork mentality (creative cooperation).

• Reputation for doing reliable excellent work.

• Values are alive and well people are living them at work.

• Recognition is happening

• Opportunities

• Transparency

Needs Improvement• Communication – throughout organization

• Feeling appreciated

• Lack of efficiency - things take too long

• Standardized policies and procedures

• Accountability

• Fostering a sense of community between departments

OUR FS CULTURE – AND CHANGE

Supervisor’s role in influencing culture

• ATTITUDE! Be positive• Be consistent• Be open to giving and receiving

feedback

• Be engaged• Be a conduit for information• Make sure staff know the values

What supervisors need • More employees• Written policies/work rules• Budget• HR support for accountability• Training• More resources for rewarding

employees

ARE YOU A SUPERFOOD OR CHEESEBURGER??

• Small group discussion about survey results• Scores of 4 – GREAT!! • Scores of 2 or 3 – Choose two or three to improve on that you

think will make the most difference to your employees• Scores of 1 – Pick one that needs to be improved immediately

and jot down an action plan and put the action plan where you will see it everyday

RESPONSES TO CHANGE

Charger

Bystander

Victim

Critic

Navigator

IF CHANGE IS COMING,

WHAT CAN WE DO ABOUT IT?

Remember that we’re a values based organization

And

We’ve been trained to lead change.

FACILITIES SERVICES VALUES

Truth - We say what we mean and do what we say

Respect - We treat people as we want to be treated

Excellence - We strive to do the best

Teamwork - Together we achieve more

Integrity - We do the right thing

WE MODEL ACTIVE LISTENING

1. Mirror/Paraphrase

2. Check for understanding

3. Probe for information and feelings

4. Encourage/Show empathy

5. Summarize

6. Show verbal and non-verbal attentiveness

WE KNOW HOW TO RESOLVE CONFLICT

1. Recognize emotions

2. Briefly describe the problem and share your positive intentions

3. Actively listen and seek FIRST to understand

4. Share your perspective of the problem and the impact

5. Work together on an action plan or next steps

6. Check for progress and express thanks

WE KNOW HOW TO GIVE AND RECEIVE FEEDBACK

1. Convey your positive intent

2. Describe specifically what you have observed

3. State the impact of the behavior or actions

4. Ask the person to respond

5. Focus the discussion on solutions (not blame)

WE EMBRACE THE STAFF SKILLS FOR SUCCESS

Inclusiveness

Adaptability

Self Development

Communication

Teamwork

Service-Minded

Stewardship

Motivation

RECOMMENDATION:

EMBRACE VALUES BASED LEADERSHIP!

Self-Reflection – the ability to identify and reflect on what you stand for, what your values are, and what matters most to you.

Balance - the ability to see situations from multiple perspectives and differing viewpoints to gain a much fuller understanding.

True Self-Confidence - accepting yourself as you are, recognizing your strengths and your weaknesses and striving for continuous improvement.

Genuine Humility - never forget who you are or where you came from.

Source: http://www.forbes.com/2011/04/26/values-based-leadership.html

http://www.forbes.com/2011/04/26/values-based-leadership.html

ASK YOURSELF, WHAT WOULD BOB DO?

Bob: Can we fix it?

Response: Yes we can!

Bob: Who’s in charge?

Response: We’re in charge!

Bob: Excellent!

Response: No prob, Bob!

CHANGE

• Proactive

• Reactive

• Inevitable

NAVIGATING CHANGE

• Role of the Manager

• Delegation

• Team

MANAGER’S ROLE• Coaching by Model, Motivation, &

Observation

• Responsibility for results of the team• Ensure team understands

• What

• Why

• When

• Not necessarily the How

• Development• Trust – Remove Fear• Delegation

WHAT IS DELEGATION

• Utilization of all resources (not just top performers)• Empowerment through Ownership• Communication• Opportunity to learn• Struggle but not Fail• Delegation does not lessen the manager’s

responsibility• Encourage Initiative

LEVELS OF INITIATIVE

Wait until told

Ask what to do

Recommend an action, then with your approval implement it

Take independent action, and advise you at once

Take independent action and update you through routine procedure

Management Time: Who’s Got the Monkey – William Oncken, Jr., and Donald L. Wass

PROCESS - HOW CAN WE MAKE CHANGES HAPPEN?

HERE IS A CASE STUDY:

We wanted to change the staffing of EMCS Operationsso that the operators would be building controlstechnicians rather than chilled water plant operators.

Simple, right? This effort came to be known as...

Project Sisyphus!

STEP 1: DECIDE EXACTLY WHAT THE CHANGE IS THAT YOU WANT TO ACCOMPLISHThat was easy. We just wanted to replace the existing EMCS operators with folks whose expertise was building systems, not chilled water equipment.

STEP 2: FIGURE OUT THE BARRIERS TO ACCOMPLISHING THE CHANGE

Two different unions. The chilled water plant operators belonged to the IUOE (accustomed to shift work) while the building controls folks were members of the BTC (not used to working shifts).

STEP 3: DETERMINE WHO THE DECISION MAKERS ARE THAT CAN CARRY OUT THE CHANGEThe Utilities Department oversaw the chilled water plant operators while the Shopsorganization had responsibility for the building controls personnel. Clearly, bothorganizations - and both unions - would have to agree on the change!

STEP 4: FIND ALLIES AND TRY TO CONVINCE THEM OF THE BENEFITS TO THEM AND TO THE UNIVERSITY AS A WHOLE

The main "pro" was that the people responding to EMCS alarms would be familiarwith the details of the particular building systems that produced the alarm. The main"con" was that the new operators would have to work evening and night shifts.

STEP 5: TRY TO GET THE DECISION MAKERS / STAKEHOLDERS TO ACT TO CARRY OUT THE CHANGEWhile everyone agreed the change made sense, timing became an issue becausethe BTC contract in effect at the time did not envision shift work. The IUOE peoplewere afraid of losing work. The rock kept getting near the top of the hill but thenrolled back down (Sisyphus, remember?)!

STEP 6: IF AT FIRST YOU DON'T SUCCEED, TRY TRY AGAIN -AND AGAIN - AND AGAIN...Perseverance is key! It took us 3 or 4 years before we were able to get thisparticular change implemented. Eventually, Sisyphus succeeded!

DISCUSSION

• What do you think are the main barriers to implementing changes?

• How do you provide leadership in overcoming the barriers?

• How are some ways you can lead change most effectively? Pick one thing that you can focus on in terms of enhancing your own change leadership abilities and discuss with someone you don’t typically work with.

TAKEAWAYS – CHANGE IS INEVITABLE!

• BE AN EFFECTIVE CHANGE AGENT – Recognize your staff’s responses to change and then navigate your team through change successfully.

• Your attitude will help dictate how staff members navigate through the change.

• Be a conduit for information.

• If at first you don’t succeed, try again and be persistent.

• Practice values based leadership.

Managing Through Change��Facilities Services – Refreshing Management Skills Training�March 2014�Our FS Culture – And ChangeOur FS Culture – And ChangeAre you a superfood or cheeseburger??Responses to changeIf Change is coming, ��what can we do about it?Slide Number 7Facilities Services valuesWe model active listeningWe know how to resolve conflictWe know how to give and receive feedbackWe Embrace the staff skills for successRecommendation:� �Embrace Values Based Leadership!�Ask yourself, What would bob do?changeNavigating changeManager’s roleWhat is delegationLevels of initiativeProcess - HOW CAN wE MAKE CHANGES HAPPEN?��Here is a case study:Slide Number 21Step 1: Decide exactly what the change is that you want to accomplishStep 3: Determine who the decision makers are that can carry out the changeStep 5: try to get the decision makers / stakeholders to act to carry out the changediscussionTakeaways – change is inevitable!