the world has changed. your organization is trying to ... · your organization is trying to adapt...

Your organization is trying to adapt and transform.Your people are stuck.

The world has changed.

Feel better about uncertainty

To be more open to new ways of working & thinking

Regulate their own anxiety and emotions

Owning it & having personal responsibility

Taking action to move forward

We design and deliver Change Workshop Experiences that help

people and organizations get unstuck and move forward.

W O R K S H O P E X P E R I E N C E S

In order to move forward, we

need to align our whole person

with the change.

Because we bellieve that

people don’t change because

they’re told to do so.

People change because they

make a CHOICE mostly based

on emotion and feelings, not

logic and reason.

Our approach is to design

Change Workshops that focus

on the Human Experience and

how we experience the world

as whole people - through our

intellect, subconscious,

emotions and body.

Embrace Change, Transform, Reinvent, Grow.We Help Leaders and Organizations

Learning Objective and OutcomeTo move people from a sense of discomforttoward embracing change.

Our MethodUnderstanding limiting beliefs andturning them from negative to positive,transforming losses into opportunities.

Customized Change WorkshopsFor Di�erent Organizational Needs

“Bob Miglani is a master at this craft!”Liz Lucadamo, Learning and Development Leader - Whole Foods Market

Harmonize Post-MergerOrganization

Overcome Obstaclesto Change

Redirect Uncertaintyto Opportunity

Create a Change &Growth Mindset

CALL OR TEXT US: (609) 436-0778www.EmbraceTheChaos.com/workshopsEMAIL: [email protected]


Harmonize Post Merger Organization

Disengagement, mistrust and lackof focus often result post merger.

We believe that in order to boost engagement postmerger, we need to address what people feel theyhave lost in the merger first and foremost. If theunderlying sense of loss is not addressed, colleagueswill be distant, disengaged and slow down the process.

ASKING POWERFUL QUESTIONS DURINGTHE WORKSHOP SUCH AS:What have you lost in this merger?What are the intangibles that you care about? Friendships?Camaraderie? Loyalty? Reputation? Promises?What choices would you like to have?

Typical post-merger integration e�orts focus on headcountreductions and synergy savings at the cost of potential revenuegrowth. This focus on the numbers, along with numerous,disparate, top-down edicts, leaves employees feeling a loss ofcontrol, confused about future, and, sometimes, evendehumanized.

While the outcome of synergies are often realized quickly, theresultant demotivation, disengagement, and distrust often lingerand fester, impeding the new organization from realizing itspotential for growth. This is because the causes of these feelingsare usually ignored - the loss of the many intangible assets anemployee has accumulated over the years, like promises, favorsowed, reputation, and other goodwill, and uncertainty about theirfuture.

THE PROBLEM OUR APPROACH

THEN, WE REFRAME THE LOSSES AS OPPORTUNITIESFOR REINVENTION AND RENEWAL:What were you lacking before the merger?What do you think you can gain with this merger?What future would you like to create for yourself and others?We then move forward towards Reinvention, turning whatseems like a negative into an opportunity for growth in thenew situation.

Overcome Obstacles to Change

While many change e�orts start with avision of where they want to be and aplan to get there, oftentime, existingbarriers to change get overlooked andthe implementation fails.

We believe that in order for change to stick, we firstneed to identify and remove the organizational barriersthat may be impeding progress, like reporting structuresand performance rewards. We’ll map these out anddevelop a plan to address them.

Once we’ve identified organizational barriers, we’ll beginexamining limiting beliefs and mindsets and experiment withadopting new ones.

Those barriers consist of both organizational structureskeeping employees stuck in their current operating mode,like performance rewards, and internal mindsets that preventthem from moving forward, like stress or information overload,which hog people’s mental capacity for new behaviors.




Redirecting Uncertainty Into Opportunity

Radical transformations requirecreative thinking and a mindset ofexperimentation, which is oftensuppressed by fear.

We believe that people possess a tremendouscapacity for creativity and change, under the rightcircumstances. We use story telling as a method ofidentifying the right conditions for individual change,including emotional, intellectual, and psychologicalneeds, and then use those stories to build resilienceand optimism.

We also believe that creativity is easy to achieve with intuitivetechniques like modeling, thought experiments, and leading bycuriosity and we conduct some simple exercises that alterperspective and expand people’s repertoire of behaviors.

FOR ORGANIZATIONS FACING:

Radical transformation requires innovation and creativity, andcreative thinking requires both a sense of security and optimismfor the future. However, when we face uncertainty, we often fallprey to fear and default to the past way of thinking because itgives is comfort and certainty. This closed mindset ischaracterized by:

• Internal focus / myopia• Habitual behaviors• Shock, discomfort, denial - unproductive reactions• Fixed state mentality• Overwhelmed by complexity


Change fromDisruption

DigitalTransformation

CorporateTransformation

Embracing a Change & Growth Mindset

People are stuck in the past, resistingchange and impeding the organizationfrom moving forward

We believe that people don’t change when they’retold to. They change through self-discovery andchoice. The impetus to embrace change must comefrom within, often sparked by dialogue and aninterest in listening.

IN ORDER FOR COLLEAGUES TO BEOPEN TO CHANGE, THEY MUST:

Let go of the past mindset and ways of working

Accept that while they don’t have control over the change - they do have control over the actions they take - and the mindset they have

Reduce overthinking and overanalysis

Re-Imagine a New Future that pulls them forward

Take action

At the root of the resistance to change lies the notion that wehave lost control of job & career. People need to feel like theyhave control & certainty.

Colleagues resist change in subtle ways, hindering e�orts togrow. They may say the right things but their behaviors return totheir old routines. Or they may find excuses for why the change

“We tried that but it didn’t work.”

“We don’t have enough resources to dowhat you’re asking me to do now.”

Lack of engagement or interest in new initiatives, beingproactive or delaying decisions impedes progress frustratingother colleagues and management teams.


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- Dr. Michelle Murray,CEO/President, NEXUS

Testimonials

It was wonderful to work with Bob. Not onlywas he a lively, engaging and a wonderfulspeaker facilitator in how he managed themessages around change, but his style ofengagement prior to and in preparation ofthe engagement was unparalled.

Bob did such a great job connecting withthe organization as part of his preparation,that in the end, he was truly speaking to usabout the things we needed, making theexperience very personal.

Bob also did a great job with follow-up toensure earning transfer.

Bob was so easy to work with, very wellorganized and highly skilled. His slideswere great and his stories meaningful.

Sta� were very well engaged and wereceived a lot of great feedback from ouremployees about the positive impact Bobmade. It was an honor to have Bob be apart of our organizational change journey.

"You knocked it out of the park. Your questionscaused a sea change, a radical AHA….Karen,you are so such a rarity. Not only are you smartbeyond compare, your ability for reflection,seeing the flaws, and the humor of it all havebeen an inspiration."

- Barbara Quinn,Conference Board of Canada



Bestselling Author of Embrace theChaos and Make Your Own LuckEx-Pfizer Inc. 23 yearsCreated a new division at PfizerLed teams through acquisitions andmergers and organizational changeManaged colleagues in multiplecountriesServed on the Management Team atNASDAQ listed companySuccessful experience of reinventingteams in complexity and uncertainty

BOB MIGLANI KAREN PHELAN

Bestselling Author of, I’m Sorry I BrokeYour Company, a humorous dissection ofmanagement consulting practices.Expertise in using role modeling toimprove communication, innovation, andteam building in change workshops.20 years experience in businesstransformation with Cap Gemini E&Y andDeloitteManagement positions at Pfizer andJohnson & JohnsonHolds two engineering degrees from MIT

Workshop Leaders

Self-Discovery& Choice

We Help People EmbraceChange Through the HumanExperience of...

How We Work With You

Create custom agenda,activities, and workbookfor your review andfeedback.

CUSTOMIZEDESIGN

02

Lead participants through anengaging self-discovery processto create a personal action plan.

CONDUCTINTERACTIVEWORKSHOP

03

Pre-workshop interviews tounderstand:

• Culture & People• Vision & Goals• Problems & Obstacles

ASSESSYOUR NEEDS

01

Follow up with individualsto assess progress,determine additionalinterventions, if needed,and get feedback.

FOLLOW UP

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the world has changed. your organization is trying to ... · your organization is trying to adapt...

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