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How to be a Pro Troublemaker: Essential Change Management Skills for Every Nonprofit CEO

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https://bloomerang.co/resources/webinars/

Stefanie Krievins will provide the tools you need to have awareness around your own change style, how your team tends to respond to change, and what you need to do to lead effectively so everyone takes responsibility for new results.

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How to be a Pro Troublemaker: Essential Change Management Skills for Every Nonprofit CEO

  1. 1. HOW TO BE A PRO TROUBLEMAKER Essential Change Management Skills for Every CEO
  2. 2. WHY YOU’RE HERE  You want to challenge “how things are done around here” but aren’t sure how to do that effectively.  You’re challenging the process but feel you’re causing more resentment than change.  You want to know what makes your troublemakers tick.
  3. 3. A LITTLE ABOUT ME . . .
  4. 4. INTRODUCTIONS  What do you struggle with when it comes to change?
  5. 5. WHAT DO WE MEAN BY “CHANGE” AND “CHANGE MANAGEMENT?”  “Change management is the discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes.”  Change happens at 3 levels:  Individual  Organizational/Initiative  Enterprise Capability Source: https://www.prosci.com/resources/articles/what-is-change-management
  6. 6. YOUR BUSINESS DESERVES YOUR HIGH EXPECTATIONS SO THEY MAINTAIN RELEVANCE. YOUR TEAM DESERVES TO LIVE OUT THEIR STRENGTHS EVERY DAY.
  7. 7. WHAT IS A PRO TROUBLEMAKER? Troublemakers Pro Troublemakers Complain Creative and curious Me-focused Mission-focused Pessimist Optimist Break rules Change rules Alienate Attract Problems Sees possibilities and adapts Doubt Believe Energy-sapping Energy-generating and passionate Anger Joyful Inspired by: Rebels at Work, rebelsatwork.com/how-we-can-help/about/
  8. 8. YOU HAVE AN AFFINITY FOR OR AVERSION TO CHANGE THAT’S DIFFERENT THAN OTHERS. It is based on your:  Personality and behavior styles  Internal “clock”  Values  Stage of life and career  Competing commitments  Current level of dissatisfaction
  9. 9. WHY WON’T THOSE AROUND YOU CHANGE? R > D x V x F  Resistance is greater than  The Dissatisfaction x  The compelling, positive Vision x  Clear, acceptable First Steps
  10. 10. WHY WON’T THOSE AROUND YOU CHANGE?  Competing commitments  Looks like resistance but is often an unconscious limitation  Your role  Uncover the assumption  Examine it  Question it Source: HBR’s “On Change Management, “The Real Reason People Won’t Change”
  11. 11. IF CHANGE IS INEVITABLE, SO IS CONFLICT.
  12. 12. THE LINK BETWEEN CHANGE AND CONFLICT  Because humans are involved with emotions, insecurities, ownership, apathy, different perspectives, etc. etc.  We often don’t have the skills needed for change  Because we create plans that lack clarity, are too detailed, never go according to plan, aren’t validated before launch  Because we have expectations that we don’t take the time to make clear or stated  Because there are different types of obstacles and change  Because leaders don’t spend enough time creating alignment before execution
  13. 13. What you see What you need to explore Conflict LEADERS MINE FOR CONFLICT
  14. 14. Low Tensio n High Tensio n Withdraw Tension is too low Artificial harmony Inauthentic communication Leads to lack of creativity and indecision Aggression Tension is too high Mean-spirited attacks Non-existent communication Leads to destructive behaviors Functional “Healthy” Conflict “The Sweet Spot” Moderate tension Dysfunctional “Unhealthy” Conflict HEALTHY CONFLICT IN TEAMS
  15. 15. HOW DO YOU TYPICALLY RESPOND TO CONFLICT?
  16. 16. Find common ground – creates a starting point! Engage in Productive Conversations “I am angry” vs “You make me angry” Use “I’ vs “You” Review agreed upon ground rules Meet with each party separately 1st Prepare for the Discussion “You always…”; “You never…” Avoid Exaggeration HOW CAN YOU EMBRACE CONFLICT? ENGAGE IT.
  17. 17. HOW CAN YOU EMBRACE CONFLICT? SET GROUND RULES.  Say what you mean without being mean  24-hour rule  Assume positive intent  Call each other out What are some ground rules you would like to suggest to your team to proactively resolve conflict?
  18. 18. WHAT KIND OF PRO TROUBLEMAKER WILL YOU BE?  Transformational  Influencer  Good can be great  Quiet and radical  Tipping point
  19. 19. ACTION STEPS What’s your most valuable insight from today? It’s not our differences that create problems. It’s our judgements about them that do. --(Unknown)

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