2020 leading through change - nan mckay and associatescart.nanmckay.com/collateral/webfiles/2020...
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1/27/2020
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Leading Through Change
Nan McKay
The Perfect Storm
Baby Boomers are currently retiring at 10K a day
Many of the Baby Boomers that are still working are “set in their ways” and don’t like change They want everything to stay the same until they
retire
Gen Y will comprise 50% of the workforce in 2020
Younger Gen Y and Z are willing but not able Lack of experience
The Perfect Storm Gen Z, particularly, has a short attention span and
needs to be taught in small bursts Technology is not fully utilized Portals, scanning, e-signing, etc.
No internal blueprint in place to lay out the procedural steps for each functional area HOTMA final rule (probably due out in 2020) will
change any current leadership systems in place Policy, procedure and software But in most cases, there is only policy and software,
no detailed procedures to start from to changeWhen HOTMA is finalized, a huge number of Baby
Boomers may take the final leap to retirement
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Anticipated Changes
What changes do you anticipate for 2020?Staffing – retirement, turnoverReorganizationRegulations > policy> procedures > formsSoftwareOther
A A Recent Change
Think about …
A work-related change you have made in the last twelve months
Two adjectives to describe your feelings about making this change
Reactions to Change
1. People feel awkward, ill at ease, and self conscious
2. People are at different levels and readiness for change
3. People feel they do not have enough resources
4. People think about what they are going to have to give up and not what they will gain
5. People feel alone even if others are going through the same change
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Reactions to Change
6. People do not always push limits or take risks
7. People can only handle so much change
8. Some changes get made but are not noticed
9. People questions why the leader is not making the same changes they are asked to make
10.People will revert to their old behavior if you do not continue to focus on the change
Managing Negative Attitudes
Why do people resist change?Change requires a change of habits Habits are automated forms of action, creating
action without conscious thought Habits take the place of creative thinking Habits allow you to make your way through the
day with a minimum of mental effort People want life to continue as “normal”
Managing Negative Attitudes
Why do people resist change?” Change introduces uncertainty If you are required to make a change to your
actions, then you are being asked either to go against your current beliefs, or to change your beliefs “Better the devil you know”
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Managing Negative Attitudes
Planning for Change
Don’t start with the benefits
People are more concerned about WIIFMShare information Let people express concernsProvide a “how to” on implementation
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Stages of Concern
1.Information concerns
2.Personal concerns
3.Implementation concerns
4.Impact concerns
5.Collaboration concerns
6.Refinement concerns
Information Concerns
What is the change? Why is it needed? What is wrong with the way things are
now?How much and how fast does the
organization need to change?
Personal ConcernsHow will the change impact me personally? What’s in it for me (WIIFM)? Will I win or lose? Will I look good?How will I find the time to implement this
change?Will I have to learn new skills? Can I learn
new skills?
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Implementation Concerns
What do I do first? Second? Third?How do I manage all the details?What happens if it does not work out as planned?
Where do I go for help?How long will this take? Is what we are experiencing typical?How will the organization’s structure and systems
change?
Impact Concerns
Is the effort worth it?
Is the change making a difference? How?
Are we making progress? Are things getting better? How?
Collaboration Concerns
Who else should be involved?
How can we work with others to get them involved in what we are doing?
How do we spread the word?
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Refinement Concerns
How can we make the change even better?
Can we improve upon our original idea?
The Consequences
What happens when you do not respond to Information, Personal, Implementation, and Impact concerns?What increase?What decreases?
5 Steps to Successful Change
6. Acknowledge and understand the need for change
7. Communicate the need and involve people in developing the change
8. Develop change plans
9. Implement change plan
10.Evaluate progress and celebrate success
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Situational Change LeadershipChange Leadership
Diagnosis—Ability and willingness to look at a situation and assess the concerns of the people who are being asked to change
Flexibility—Ability to use a variety of change leadership strategies comfortably
Partnering for Performance—Willingness to partner with the people who are being asked to change so that they can voice their concerns, influence the process, and increase their commitment to the change
Change Leadership Behaviors
Focusing Behavior
The extent to which leadership:1.Advocates a specific change2.Works with others to define the business
case, vision, and implementation plan3.Directs resources at the change4.Holds people accountable for implementing
the change
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Focusing Behaviors
Select the change leadership team
Advocate a specific change for the organization
Prioritize where the change fits among other organizational initiatives
Explain the business case for change
Lead the visioning process
Focusing Behaviors
Lead the implementation planning process
Set up pilots and/or experiments
Align the organization’s infrastructure with the change
Deploy resources to support the change
Provide training to give people the knowledge and skills they need to implement the change
Holds people accountable for making the change
Expand Involvement & Influence
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Contrasting Approaches to Leading Change
Change proposed
Vision and implementation plan
communicated
Somebuy-in
Some behavior change
Training provided
Change proposed
and discussed
Lots of buy-in
Behavior change begins
Right infrastructure created
Training provided
Lots of people involved in defining the business case, refining the vision, and planning the implementation
Pain, lack of action, consultants brought in to figure out why the change
is not working
Change becoming
“sticky”
Minimal Involvement, Top-Down Change Effort Fast Start, Slower Achievement of Results, and Less Change-Leadership Capability Developed
Lasting results
High Involvement, Collaborative Change EffortSlower Start, Faster Achievement of Results, and Development of Increased Change Capability
Marginal results
Inspiring Behavior
The extent to which leadership:1.Expands opportunities for involvement and
influence2.Models the behaviors expected of others3.Celebrates success
Inspiring Behaviors
Expand opportunities for involvement and influence throughout the change process
Surface people’s concerns so they can be addressed
Seek out resisters to find out why they are resisting
Celebrate success
Recognize individuals who are changing
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Inspiring Behaviors
Endorse the change; shares excitement and optimism
Provide encouragement and reassurance
Connect early adopters with others who need to change; increases contacts between advocates and others
Encourage others to challenge the status quo
Expand Involvement & Influence
Explain why change is needed
Collaborate on implementation
Make the change sustainable
Explore options
Early Preparation
Document the as-is Establish comprehensive leadership systems
so there is no question about how work is done Policy, procedure, forms, letters
Update comprehensive admin plan
Using regulations, comprehensive admin plan, and software program used, establish “desk guide” for each functional area as “blueprints” of as-is
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After HOTMA Finalization
When HOTMA is finalized, what is to be done?
Install revised software including portals and other technology as financially feasible
Revise leadership Systems in place Establish “blueprints” to follow (process memos will
probably not suffice especially if no detailed procedures are already in place) Decide on methodology
Management Role Train all staff on revised regulations, admin plan,
procedures, and software Supervisors and staff learning together
Divide into functional areas and re-divide into smaller chunks Use a variety of training methodologies Your own YouTube channel, procedures
Utilize current regulatory online training and develop online training beyond regulations for leadership systems Depending on size of agency, develop teams of 3-
5 people to process (e.g. recerts)
Management Role
Mentor, mentor, mentor Train supervisory staff on coaching and
mentoring
Reevaluate within first quarter and revise as necessarySome of the regulations will be
implemented later than othersRevise above as needed and reuse process
above again
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Develop an Action Plan
GOAL
Task Staff Start Date End Date
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