leadingchange_ntg_v2_022912

8/2/2019 leadingchange_ntg_v2_022912

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Leading Change

Note-Taking GuidePresented by IMA Leadership Academy


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Leading ChangeWebinarNote-Taking Guide

OBJECTIVES

After this session, you will be able to:

Describe the dynamics of change and the factors contributing to resistance.

Distinguish between change and transition.

Identify the three phases of transition.

Explain the seven stages of loss that occur as a result of change.

Apply personal transition techniques to support team members during times of organizationalchange.


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EXPLORING CHANGE

Change is

Change can be

The same change can

Change is

"It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But thereis no real security in what is no longer meaningful. There is more security in the adventurous andexciting, for in movement there is life, and in change there is power.

-Alan Cohen

"Life has got a habit of not standing hitched. You got to ride it like you find it. You got to change withit. If a day goes by that don't change some of your old notions for new ones, that is just about like

trying to milk a dead cow." -Woodie Guthrie


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CHANGE AND TRANSITION

CHANGE TRANSITION

PHASES OF TRANSITION

Change #1 Chosen:

What ended? Neutral Zone What began?

Change #1 Not Chosen:

What ended? Neutral Zone What began?

What did you have to let go of in each change?


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7 STAGES OF LOSS

1.

2.

3.

4.

5.

6.

7.

Based on the work of Elisabeth Kuebler-Ross


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FORCED CHANGE

Results of force change include:

1.

2.

3.

Problems resulting from forced change include:

1.

2.

3.


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ATTITUDE AND CHANGE

POSITIVE ATTITUDE

Activator Personality Results

NEGATIVE ATTITUDE

Activator Personality Results


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ORGANIZATIONAL TRANSITION

Three reasons it is important that managers guide people through the change process well are:

1.

2.

3.

Describe a change situation in your organization, providing as much detail as possible.

Who will have to let go of something? What will they have to let go of?


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TIPS FOR HELPING EMPLOYEES TRANSITION

Learn

Listen

Expect & accept

Compensate

Give

Clarify

Show

TIPS FOR NAVIGATING THE NEUTRAL ZONE


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SUCCESSFULLY LEADING CHANGE

SIX FACTORS FOR SUCCESSFUL ORGANIZATIONAL CHANGE

1.

2.

3.

4.

5.

6.

SIX TIPS FOR LEADING CHANGE

1.

2.

3.

4.

5.

6.


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COMMUNICATION TIPS

When you cannot tell people what, tell them howthe whatis going to be determined and when.

When you run into a delay, explain.

Tell them what you are doing about the problems causing the delay.

Tell them what you wish you could tell them.

Tell them you know that this is a difficult time for them.

Tell them that you hope they will hang in there.

Do not tell them "Trust us. Be loyal. Stop complaining."

From William Bridge & Associates, Mill Valley, CA, 1993


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CASE STUDY: TIM BATES

Tim Bates is a supervisor of a large production area focused on tax issues primarily at the state level.He is uncertain about a large system change in the operating procedures that are taking place. Hestarted with the company as an accounting clerk and was continually promoted. He worked his wayup to his current position through hard work learning new skills and production expertise. He is knownas theauthoritative source for locating documents within the current production system, and isworried about the changes. He realizes that once the changes take place, he will no longer be theexpert, and in fact, he will be on the same level, knowledge wise, as his employees. While hesupports the company's initiatives in the overall re-engineering process, he is having troubleunderstanding his place with all of the changes.

You are his immediate supervisor. What do you do?

What is Tim losing with this change?

What is ending for him?

What is Tim feeling?

What might you be able to say to help Tim feel better?

As his immediate supervisor, what communication do you need to give to Tim?

Is there some compensation that Tim could be given for his loss?

What is beginning for Tim with this change?

Is there anything else we should consider in this case?


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CASE STUDY: BARBARA JONES

Barbara Jones is one of the many Information Specialists in the company whose job is going tochange. She does a fine job in her current position, but in the future she is going to be expected to dothat and much more. For instance, she has always taken straight document requests and has passedresearch orders on to another division.

Under the new system, Barbara will be required to perform many research tasks as well. Hermanager is at a loss for how to present these changes. For one thing, Barbara already goes wayabove her revenue targets. She is already doing an excellent job, and the manager is not sure how totell her that she needs to keep doing this and more. Secondly, the manager is at a loss for how toschedule in appropriate training for Barbara, so that she is able to perform her new duties. Barbaraand the other reps are always busy, so it doesn't seem feasible to pull them off the phones for longperiods of time to learn new systems.

You are the manager of this group of IS. What do you do with Barbara? What do you do with thegroup?

What is Barbara losing with this change?

What is ending for her?

How about the rest of the members of the group? What are they losing?

Is there any way to compensate Barbara and her colleagues for their loss?

What is beginning for Barbara and her colleagues?

What might be the benefits of the change for the group?

How can Barbara and her colleagues be given some control over the change?


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TOP 10 POINTS ABOUT LEADING CHANGE

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.


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TAKE ACTION

List things that you learned today or remembered about leading change.

What things can you do to better lead change?

What thing are you going to do TOMORROW to help improve your ability to lead change?


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ACKNOWLEDGEMENTS

IMA gratefully acknowledges that the content of this programwas wholly or in part developed by the EFWA and byagreement is being used by the IMA to promote leadershipdevelopment within the profession.

This program has been adapted from original materialsdeveloped by Joy Leach, M.S. and Lynn Myhal, Ph.D. of Professional Resources.

www.efwa.orgThe Educational Foundation for Women in Accounting National Headquarters136 South Keowee St.Dayton, OH 45402937-424-3391

Presentation produced by: Ignite It Group (www.igniteitgroup.com)

CONTACT US

For more information about this or other programs, please contact IMA.

www.imanet.org10 Paragon Drive, Suite 1, Montvale, New Jersey 07645-1760

US (800) 638-4427 or International +1 (201) 573-9000

NOTICE

Images contained in these materials are licensed for the sole purpose of this workshop fromShutterstock under agreement with Ignite it Group. These images cannot be used in other materialswithout an additional licensing agreement.

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