A process in accepting changes for staff development

1. Leadership in Educational Los Cambios Productions
Administration
Presenter
Jim Burnett
Presents
An Inventory of Changes

2. Do We Manage or Lead
Leader
Manager
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3. Take An Inventory of the People you work with
SIZE THEM UP
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4. Each one of us has a left -,
a right -, or a middle-brain
preference, and believe it or
not this significantly
influences the way we
manage/lead
By understanding the processes at work in the brain, we
can better help explore individual preferences.
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5. The Left - Brain
Left-brain strengths generally prefer using lecture
and discussion. To incorporate sequence, they
put outlines on the board or overhead, and they
like to adhere to prepared time schedules. They
give problems to solve independently.
Left-brain prefer to work alone. They like to read
independently and incorporate research into their
papers. They favor a quiet surrounding without a
lot of distraction
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6. The Right-Brain
Strengths generally prefer to use hands-on activities
over a lecture format.
Group projects and activities, prefer a busy, active, noisy
environment.
Prefer to design and make a mobile rather than write
another handout, take notes, etc.
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7. Left Brain Right Brain
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8. Build a Bridge and Get Over it
We can all strengthen the weaker parts of our brains. We
each have our own individual neurological strengths and
weaknesses. Research tell us that our brains are always
searching for new meanings and adding new neural circuits to
make connections. 8

9. FOCUS ON STRENGTHS
People get most excited and involved when
www.valdezhill.com/Pictures/MuscleArmWorld.JPG
they can learn and do projects in their area of
strength.
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10. CHANGE IS GOOD
People react to change. It is natural
and expected. They will react to both
your desired future state (if known) as
well as your change process.
Because an organization cannot
transform without affecting its
people, it is vital to design your
change strategy in a way that will
minimize the negative impacts.
YOU GO FIRST….
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11. Once you have decided on your preferred change
methodology, learn the various strategies for how to roll
it out in your organization so that you achieve it’s full
value.
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12. 9 Steps to Initiate Change
www.BeingFirst.com
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13. Ten Questions that Catalyze
Change
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What outcomes results do you need to achieve
through your change effort? How do you define
“success” for this change? If this change were to
be wildly successful, what would be happening to
make it so?
www.BeingFirst.com
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14. Ten Questions that Catalyze
Change …
2
From your observations, to what degree do the people
of the organization understand and buy in to the need
for this change? If low, how will you help them
understand the case for this change and engage them
in ways that are energizing and inspiring, rather than
threatening?
What is in it for the people of your organization
to want to make this change succeed?
How will you motivate them?
www.BeingFirst.com
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15. Ten Questions that Catalyze
Change …
3
What major change initiatives are needed in the
organization for the outcomes to be achieved? How
would you define the full scope of this change?
Consider changes in any aspect of the organization:
strategy, business processes and systems, structure,
leadership and workforce mindset, culture, resources,
technology, behavior, etc.
www.BeingFirst.com
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16. Ten Questions that Catalyze
Change …
4
What values, behaviors, or ways of working and
relating must be in place for the change to occur?
What are the organizing principles that lie at the heart
of this change and are key to its success?
www.BeingFirst.com
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17. Ten Questions that Catalyze
Change …
5
What key aspects of the organization and the culture
are critical to protect and preserve because they
already support your outcomes and core principles?
How can you celebrate and build on them?
www.BeingFirst.com
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18. Ten Questions that Catalyze
Change …
6
Do you have an enterprise-wide change strategy for
accomplishing your outcomes— and your various
initiatives—that people can understand and align
behind?
Your change strategy would include your plans for
catalyzing the changes; telling a unified story that
incorporates all of the initiatives; and establishing
adequate change infrastructures and resources,
realistic timing, communications, and milestone
events for achieving your outcomes.
www.BeingFirst.com
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19. Ten Questions that Catalyze
Change …
7
What change methodology or process roadmap will be
used to orchestrate and integrate all of the various
initiatives afoot in the organization? If more than one
change model is being used in the organization, can
they be identified and assessed for whether or not they
meet the unique requirements of transformational
change?
Do they accommodate the integration of competing
initiatives?
www.BeingFirst.com
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20. Ten Questions that Catalyze
Change …
8
What are you and your team planning to do to prepare
the people of the organization, and your key
stakeholders, to succeed in making this change as
quickly and effectively as possible (i.e., communicating
to build understanding and trust, developing skills,
shifting old mindsets and culture, expanding the
knowledge base, increasing readiness, providing
emotional support, etc.)?
www.BeingFirst.com
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21. Ten Questions that Catalyze
Change …
9
How will you assess your progress and course correct
your change plans when you need to? How will you
ensure getting truthful, accurate, and timely information
from the organization and your customers about how
the changes are going, and how will you deal with
information that indicates a need to alter what you are
doing, the pace, or your outcomes?
www.BeingFirst.com
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22. Ten Questions that Catalyze
Change …
10
How are you going to model the required personal
changes you are asking of the organization (i.e.,
changes in behavior, mindset, language, decision-
making, work practices)? How do you want to be seen
by the senior executives, managers, and workforce, and
what will you do to wake them up to the need to make
these personal changes as well?
www.BeingFirst.com
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23. The issues in these questions require self reflection
on your part as a leader/manager.
Transformation demands commitment to personal
change, and to the development of your
leadership/management capacity. Open the door for
this possibility here, and follow it up with a well-paced
plan for supporting the work needed to succeed.
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25. Because leading change efforts is different from running current operations, success
often requires to think more deeply and thoroughly about the effort and what should be
included in it. Generate the discussions and decisions to set your changes up for
success.
Be prepared to follow up with the change strategy that brings all of the insights your
questions have generated to life.
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26. IN SUMMARY
Some Thoughts
“The choice really boils down to this…either we manage
change, or it will manage us.”
A rule of thumb is this: out of every 10 employees within
a department, there is usually 1 that will have significant
influence over how the others will think.
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27. IN SUMMARY
Some Thoughts…
“So plant the right seeds, respect the growing process,
and watch great things happen!” - Page: 78
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