Skills building training day 2 habits resistance and influencing for change

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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
Change Management – Session 2
Jocelyne Rasé
October 2013

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Day Two

The normal process of change
• Examine your won predictable reaction to change
• Challenge your own distorted thinking in the face of change
• Break old habits
Influencing without authority at each stage of the change curve
• Work together across the boundaries of organisations as SMD Facilitators
• The STEP Model + Leadership Capability & Potential Model
• The Values you stand for
Influencing tips
• Tools and techniques for selling ideas: the elevator pitch
• The rule of 3

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Organisational Change

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Skill - Will
Grumpy
Expert

Skill

SM Facilitator

OK if I do
OK if I don’t

Can’t Do
Won’t Do

Eager Novice

Will

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When trying to drive change, ask yourself…

Awareness

Desire
Knowledge
Ability
Reinforcement

Do they know that they need to change?
Do they want to change? What is in it for them?
What are the consequences for them of not changing?
Do they have the required knowledge? How can they acquire tit?
Are they able to apply skills and knowledge? Is coaching/support
required?
What happens when they do (or do not) display required
behaviour/way of working?
Is there positive reinforcement when they do?
Are there negative consequences when they do not?

5

David Ulrich Model for Accelerating Change

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Monitoring
Progress

Making It
Last

Levers For
Change
Mobilizing
Commitment

Preparing

Leading
Change

Shared
Need

Shaping
Vision

Executing
David Ulrich /via/ Kay Kendall - Baldrige-Coach.com

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Accelerating Change

1. Leading Change (WHO)
– Having a champion who personally sponsors the change, who stands for the change, who makes the change part
of his/her leadership agenda, and dedicates time to the change.
2. Creating a Shared Need (WHY)
– Making sure that there is a reason to change (either danger or opportunity in the short or long term), making sure
that this is widely shared (through data, demonstration, or demand), and making sure the need for change exceeds
the resistance to change.
3. Shaping a Vision (WHAT)
– Making sure that the desired outcome of change is clear, legitimate, and widely understood and shared.
4. Mobilizing Commitment (WHO ELSE)
– Making sure that there is a commitment from a strong network to make the change work, that the right people are
willing to invest in the change, that organizational “influencers” are involved, and that it gets management attention.
5. Using Levers for Change (HOW)
– Making sure that the management practices are used to complement and reinforce change, that the “systems” in
the organization are congruent with the change.
6. Monitoring Progress (HOW)
– Making sure that progress is real, that benchmarks are set and realized, and that indicators are established to
ensure progress.
7. Making It Last (HOW)
– Making sure that once change is started, it endures; that appropriate plans are made and followed, and that
learning in one part of the organization is shared throughout the organization.


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Leading Change (WHO)

•
•

Having a champion who personally sponsors the change, who stands for the
change, who makes the change part of his/her leadership agenda, and
dedicates time to the change.
SM Facilitators need manage up – find a sponsor with high level of
authority and influence

Creating a Shared Need (WHY)

•

Making sure that there is a reason to change (either danger or opportunity in the short or long
term),

•
•
•
•

Making sure that this is widely shared (through data, demonstration, or demand)
Making sure the need for change exceeds the resistance to change.
SM Facilitators promote the opportunity to seize in the change
Anticipate resistance


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Shaping a Vision (What is expected)

•

Making sure that the desired outcome of change is clear, legitimate, and

•
•

SM Facilitators need to tell what change looks like

widely understood and shared
Communicate the change of mindset necessary – to train people, run
workshops, discussion groups, formally & informally with key
stakeholders to make the vision alive and cascade it down

Mobilizing Commitment (Who else could be involved)

•
•
•

Making sure that there is a commitment from a strong network to make the
change work
SM Facilitators need to influence and find allies
Get management’s attention in each ministry – who else an you involve


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Using Levers for Change (HOW)

• Making sure that the management practices are used to complement and

reinforce change, that the “systems” in the organization are congruent with the
change.
• SM Facilitators need to look at systems
• Promote best practices

Monitoring Progress (How we are measuring getting better)

•
•
•
•
•

Making sure that progress is real, that benchmarks are set and realized
Making sure that KPI are established to ensure progress
SM Facilitators need to keep a record ongoing improvement,
Report progress to SMC project staff and MoD,
Meet with each other to benefit from their experience


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Making It Last (How we are going to keep the momentum)

•
•

Making sure that appropriate plans are made and followed
SM Facilitators need to make sure that that learning in one part of the
institution is shared throughout the whole organisation

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How can you fail as a SM Facilitator?

• Allowing too much complacency – Leading Change
• Failing to create a sufficiently powerful guiding coalition Mobilising Commitment
• Underestimating the power of vision- Shaping a Vision
• Under- communicating the vision – Creating a Shared Need
• Permitting obstacles to block the new vision - Using Levers
for Change
• Failing to create short-term wins – Using Levers for Change
• Declaring victory too soon – Monitoring Progress
• Neglecting to anchor changes firmly in the organisation
culture - Making it Last

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You are NOT alone!!!!!

We want people who …
Have the right mindset – Continuous Improvement
Understand the normal process of change
Understand human psychology when it comes to change
Can anticipate resistance and cope with it
Are clear about their own sense of purpose – what they stand for
Who can communicate briefly and concisely to all levels in the
institution the importance of Strategic Management
• Can explain clearly what SM is about
• Can make full use of the resources available to them
•
•
•
•
•
•

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The importance of being aligned

14

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Leadership Capability & Potential
To be a SM Facilitator

Tasks:
• Technical Mastery
• Results Orientation
• Adaptability
• Strategic Judgment

CAPABILITY
MOTIVATION

Personal Capabilities:
• Self awareness
• Assertiveness
Can
• Team Orientation
• Coaching others

you do it?

Impact

Do you want to do it?

REPUTATION

Are you seen as someone who can do it?
Behaviours:
• Role modelling your values
• Being aware of your reputation
• Effective stakeholder management

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Importance of Reputation

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Pick 4 words you want to be known for
Reliable?

Organised?

Dynamic?

?

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How many times do I have to….?

Results

Efforts

80/20

15/11/2013

18

The S.T.E.P. model

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Efforts

STOP

THINK

S.T.E.P.

EVALUATE

Results

PROCEED
DIFFERENTLY

19

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Keeping a Journal

Journaling is an exercise of affirmation of your strengths: learn to articulate and
document your accomplishments on a regular weekly basis; especially proactive activities
which tend to be less visible than reactive ones. What did you do right?


SELF AFFIRMATION
Record 5 good things you accomplished this week when you had real impact
– not what you did but HOW you did it.

On the other hand, journaling is also an exercise of humility, paying attention to what can
be done better, in a smarter way, which lessons can be learned for ongoing improvement of
your performance.


HUMILITY
Record 5 points that need improvement - 5 lessons learned
How would you handle a similar situation in the future…
What would you do differently?
15/11/2013

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There are 3 types people going through the door

• Those who say: «What happened?» - Focused on stepping OUT
•

They are caught off guard – holidng on to the good old days – nostalgia

• Those who wait for things to happen to them - to be pushed
•

Someone will solve my problem – passive agrressive

• Those who make things happen – Focused on stepping IN
•
•
•

Taking matters into their own hands, NOW
Those who are excited
Those who might be afraid but still do it

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Who
moved
MY
cheese
????????
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There are 4 types of reaction to change

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• Those who anticipate change BEFORE they have to
• Those who deny change, get angry when it happens;
and think that it will invariably lead to something worse

• Those who adapt step-by-step and discover that change
can lead to better things
• Those who jump at the
opportunity and run
!!?!!£?$44xx!$X
$xx£!!xf€!!!!

?

Go!

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Who moved my cheese?

BEFORE
Understand that change happens
Anticipate change
Monitor change(s)

DURING
Stop fighting change
Adapt to change quickly – don’t procrastinate
Change - Just do it!
Enjoy change, it might actually be good!

AFTER
Maintain momentum
Monitor progress
Be ready to quickly change again and again
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Food for thought… EVALUATE THE SITUATION

• Smell the cheese often so you know when it is getting old
• Noticing small changes early helps you adapt to bigger changes that
are to come
• Old beliefs do not lead you to new cheese
• The quicker you let go of old cheese, the sooner you find new cheese

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Food for thought… ENVISION THE FUTURE

• There is always new cheese out there, whether you recognise it or not
• Imagine yourself enjoying new cheese
• Movement in a new direction helps you find new cheese
• When you move beyond your fears, you feel free:
What would you do if you were not afraid?
• When you move beyond your pre-conceived ideas, you feel free:
What would you do if you changed your mindset?

26

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Learned Helplessness

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What is a Habit?

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Just because you have always done it this way
does not mean that it is not incredibly stupid !

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Breaking Old Habits

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The Fallacy of Status Quo

It’s not that bad…

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The Old Tapes
Self defeating messages

•
•
•
•
•
•
•
•
•
•
•
•
•

What’s the point?
That’s the way it is!
We have always done it this way
If it’s not broken, don’t fix it….
It wont make any difference if I say anything…
If nobody can fix it, why should I bother?
I am too old for this, I don’t have the energy
I don’t want to create more tension than there already is – Be nice
Don’t make a mountain out of a mole hill!
Don’t rock the boat!
What’s the big deal? It’s not so bad!
I’ll do it tomorrow - What’s the rush?
You have to know your place

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The Old Tapes
Feel good messages

•
•
•
•
•
•
•
•
•
•
•
•
•

Don’t worry, be happy! (USA) - Take it easy!
Chill & relax…. Chillax (India)
C’est la vie! (France)
Mañana (Spain) - Mañana será otro día
Domani e un altro giorno! (Italy)
Jak Bóg da! (Poland)
If it does not kill you, it will make you stronger
Go with the flow (Belgium)
Endiselenmeyin!
Det går nok (Denmark)
Rahatlayin! (Turkey)
Ná bac (Ireland)
Sin é an sceál (Ireland)
Was dich nicht umbringt, macht dich stärker! (Germany)
To se správí(Czech Republic)

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The Pygmalion effect

• Children in school labeled as very intelligent will
perform better than children labeled less so, even if
the assignment to a group is purely arbitrary.

• Same thing for mice

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The Power of Distorted Thinking

•

Personalizing

• Magical thinking,

•

Magnifying

• Mind reading

•

Minimizing

• Comparing

•

Either/Or thinking

• “Catastrophising”

•

Taking events out of context

• Predicting

•

Jumping to conclusions

• Self-fulfilling prophecy

•

Over-generalizing

• Assuming

•

Self blame

• False belief

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Negative Thinking
FACT

My husband is late and he did not call me

ASSUMPTION

He forgot about me

BELIEF

He does not care about me anymore

EMOTION

I am upset. I feel neglected

REACTION

I become depressed. I stay in bed
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Negative Thinking

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jumping to conclusions – going from A to Z without any distance

FACT

My boss went to the meeting without me

ASSUMPTION

He does not trust me anymore

BELIEF

He thinks I am incompetent

EMOTION

I am anxious

REACTION

I worry. I avoid him. I start looking for
another job

We can stop at each step, try to find another explanation and decide how to proceed…
37
You are in the driver’s seat!!!!

Negative Thinking

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jumping to conclusions – going from A to Z without any distance

FACT

My manager did not respond to my
invitation to discuss SM

ASSUMPTION

He does not care

BELIEF

He thinks SM is unnecessary

EMOTION

I am angry, resentful.

REACTION

I am demotivated. I avoid him. I don’t
care anymore
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We can stop at each step, try to find another explanation and decide how to proceed…

Daniel Kahneman – “Thinking Fast & Slow”

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“Here is a leader of a nation
and he is intelligent and strong”

Is he's a good leader?

Daniel Kahneman – Thinking Fast & Slow

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• Intelligent
• Strong
• Corrupt?
I haven't told you anything about character.
You were not waiting.
You took the information that you had and made the best
story possible out of it. That's the way a mind works.
We take the easy way & get the wrong answer

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Quick Ways To Beat Our Biases

Track our decisions
•

Keep a decision-making notebook--if every time that you come to an important decision
you map out the inputs, you'll better see the incompleteness of the story that you're
telling yourself.

Reframe your questions
•
•

Instead of describing a product as 20% fat , wouldn’t it be more attractive if I described a
product as 80% fat free?
Instead of 40% of people are against this policy, talk about 60% are in favour of it

Examine your assumptions
Apply an open, innovative mind in examining our blind spots
• We believe bad news more than good news
• If a customer has a bad experience, he/she talks about it in average to 20 people
• If a customer has a good experience, he/she reports to 1-3 people

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With your peer

• What is your preferred tendency when you are
under pressure?
• What is your favorite “old tape” ?
Where does it come from?
• How do you cope?
• Who or what can help you “think straight” again?

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The Giraffe and the Refrigerator…

Capitalise
on
what
you
already
know

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44

Getting a YES

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 Principles & values
Ex: ‘Fairness is more important than success'
‘I think that older people deserve consideration. – experience is the key to success’

It would be unproductive to spend time attempting to dislodge these deep-seated
principles. Instead, harness them to add leverage to your suggestions.

 Beliefs & opinions
Sometimes you have to change lingering beliefs or convictions before you can
proceed further.
Ex: “People only care about themselves – they are selfish”
Ex: “People who work in public administrations are more rigid than people in private organisations”

 Needs & wants
How will your suggestions benefit the other person?
Do you know what they want?

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Getting a YES

Principles & values
• ‘Respect for tradition is more important than success’
• ‘Fairness is more important than results”
• “Being appreciated is more important than being right’
How can we appeal to respect for tradition, fairness, and popularity and still
implement the reform?
Beliefs & opinions
• As a result of the implementation of the reform, people will lose their jobs
• “Reforms never last… you just have to wait and see…”
• “People who work in public administrations are more rigid than people in private
organisations”
How can we challenge their thinking? – by coaching (Day 4)
Needs & wants
Ask people what they need or want to support the reform?

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Influencing Tips

• Talk less, listen more
People are less likely to resist when you show them that you understand their concerns.
Listen to their feelings, worries and make sure your solutions include them

• Make them like you – Be charming
It is hard to say NO to someone you like. We tend to like people who share our
background and interests, so play up similarities. Flattery works – be sincere.

• Do a favour
Doing something for someone gives you influence.
Everyone understands the need to repay later what another person has given them.
(ex: win-win – giving free candies with the bill in restaurants)

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Tips

• Adjust your heart beat to theirs
To be influential with someone, you need to be on the same wavelength, in sync,
aligned, connected.. Mimicking & mirroring are important techniques of engagement.
Only when your hearts beat as one, can you truly negotiate a win-win solution.

• Promise satisfaction
No matter how tense the conversation, promise that something good will come
out of it for all involved.

• Be clear of what you want – ask for it
Many people are willing to comply but they don’t know exactly what they should do…
Tell them. Making comments, giving hints or hoping that people will read between the
lines is ineffective and counter productive.

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Tips

• Always give the person a choice
People are more likely to agree with you when they have the option of saying NO.
The more freedom you give people after you explained what you expect of them,
the more they will submit to your will. Resistance often comes from the lack of choice.

• Call for action
Plan for the next step.

• Always thank the person for their cooperation, time, attention, etc
Make the person feel good about themselves.
They might not remember what you said but they will remember how they felt.

Use winning – compelling – potent words…

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• Best
• Different
• Unique
• Innovative
• Club
IPhone
• Coupon
• Inexpensive
• Best deal
• Free
• Popular
JC Penneys

• Enjoy
• Fun
• Trouble free
• User friendly
Apple
• Security
• Safety
• Guaranteed
• Reliable
Volvo

• Logical
• Proven
• Researched • Makes sense
• Strategic
• Tested
• ROI
• Evidence
IBM
Pharmaceuticals
• Personal touch
• Convenient
• Connected
• Easy
• Customised
• Simple
• Customer focused
IT
• Practical
e-commerce

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•

How would you introduce yourself and explain your role as SM Facilitator?

•

What do you say to catch attention, grow interest and have influence?

•

What do you want him/her to remember?

Introducing yourself

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About YOU
I am…
I am responsible for… I report to…
I stand for … (working together – being aligned)
About WHAT YOU WANT THE PERSON TO REMEMBER
 My mission is…

 This is how I do it…
 The result will be…

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Assignment
• The Thomas Killman Questionnaire
• Read the handout on Influencing skills

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See you tomorrow…

Skills building training day 2 habits resistance and influencing for change

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