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1 leading people through change Facilitator Guide Patricia Zigarmi Judd Hoekstra Ken Blanchard

2 Authors Patricia Zigarmi Judd Hoekstra Ken Blanchard Product Developer Kim King Art Director Beverly Haney Proofreaders Barbara Akers Carey Nash Production Artists Kim King Bridgit Watt Illustrator Gary Onstad Prototype Developer Karim Garcia Printing IKON Office Solutions Brand Manager Victoria Cutler The authors would like to thank: Jesse Stoner and Drea Zigarmi for their ideas from Creating Your Organization s Future: Full Steam Ahead!; Drea Zigarmi for the definitions of Focusing and Inspiring Behavior; and The Ken Blanchard Companies Founding Associates who authored Situational Leadership II Ken Blanchard, Margie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi The Ken Blanchard Companies. All rights reserved. Do not duplicate. The materials in this program have been designed to develop specifi c knowledge and skills. A signifi cant amount of time has been devoted to writing and testing these materials in order to ensure their effectiveness. The Ken Blanchard Companies maintains the full and exclusive rights to these materials as afforded by United States and International copyright law; and these materials represent the proprietary intellectual property of The Ken Blanchard Companies. No part of this publication may be reproduced, copied, stored in a retrieval system, or transcribed in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without the prior written consent of The Ken Blanchard Companies. All rights to these materials, beyond those rights secured by purchase, must be granted in writing by The Ken Blanchard Companies. If you would like to customize or adapt Blanchard materials for your organization, or to discuss a licensing agreement, please contact your Blanchard representative at The Ken Blanchard Companies maintains a staff with extensive capabilities to assist you in creating programs and materials that meet your needs. Thank you! Ken Blanchard fi rst developed Situational Leadership with Paul Hersey in the late 1960s. In 1985, Blan chard and the Founding Associates of The Ken Blanchard Companies Marjorie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi created a new generation of the theory called Situational Lead er ship II. The lead er ship model used in this product is based on the Founding Associates second generation thinking and research, and is used with their permission. 125 State Place, Escondido, CA USA Global Headquarters Fax UK +44 (0) Canada Singapore Item # V033108

3 Table of Contents Preface...v Preparation Training Preparation Introduction...1 The Training Experience...2 Leading People Through Change Materials...7 Tools for Success...9 Leading People Through Change 2-Day Training Design...11 Leading People Through Change 1.5-Day Training Design...17 Leading People Through Change 1-Day Training Design...23 Leading People Through Change Visual Aids Overview...27 Leading People Through Change 1.5 and 2-Day PowerPoint Slides...28 Leading People Through Change 1-Day PowerPoint Slides...45 Leading People Through Change Flip Charts...55 Activities Activity 1: Session Lead-In...1 Activity 2: Introduction...3 Activity 3: The Energy Exercise...11 Activity 4: The Difficulty of Change...13 Activity 5: Why Change Efforts Fail...15 Activity 6: The Iceland River Challenge...19 Activity 7: Core Beliefs...23 Activity 8: Change Exercise...25 Activity 9: Situational Change Leadership...31 Activity 10: Stages of Concern...33 Activity 11: Diagnosing Stages of Concern...49 Activity 12: Concerns with a Real Change...53 Activity 13: Analysis of an Unsuccessful Change...57 Activity 14: Change Leadership Behaviors...61 Activity 15: Change Leadership Strategies Part Activity 16: High Involvement Tactics Part Activity 17: Change Leadership Strategies Part Activity 18: High Involvement Tactics Part Activity 19: Create an Action Plan Activity 20: Closing iii

4 LEADING PEOPLE THROUGH CHANGE Table of Contents Activity 21: Rescript an Unsuccessful Change Activity 22: Closing for Day Activity 23: Day 2 Lead-In Activity 24: Tipping Point Simulation Activity 25: Create an Action Plan Part Activity 26: Change Readiness Survey Activity 27: Create an Action Plan Part Activity 28: Closing Appendix Case Study...A 1 iv

5 Preface Welcome to Leading People Through Change! We are delighted to have you as a trainer for this workshop, which has received outstanding feedback from senior trainers in a wide variety of organizations across many industries. With the number of changes being initiated in organizations and the pace at which these changes need to be implemented, the capability to effectively lead people through change is a critical competency for leaders throughout the organization. Indeed, it is often said that a company s only sustainable differentiator is its capacity to successfully change. This program is designed for Senior executives ultimately responsible for the success of a change effort Day-to-day leaders of a change effort Those responsible for providing change expertise to the day-to-day leaders of a change effort (e.g., Human Resources and Change Management consultants) Managers at all levels who need to increase the buy-in and commitment of their reports who are being asked to change High-potential leaders who are often asked to play the role of change agent with no formal authority The purpose of this workshop is to teach people how to lead successful, high involvement change efforts by Diagnosing predictable concerns people have during change Flexibly using multiple change leadership strategies to address concerns and proactively overcome the most common reasons change fails Partnering for Performance so that the people being asked to change can voice their concerns, influence the process, and increase their commitment to the change v

6 LEADING PEOPLE THROUGH CHANGE Preface When leaders learn to lead change effectively, they can expect to Minimize resistance to change and gain buy-in from those being asked to change Minimize the typical drop in productivity and morale when a change initiative is launched Minimize the amount of time required to achieve their desired goals Build change leadership capability, resulting in an adaptive organization that successfully initiates and implements change on an ongoing basis This workshop is designed to be energizing and interactive, where you will create a safe environment for participants to share what has and has not worked in their experience with change, and to practice new skills. Regardless of whether you are training an intact group or an open enrollment audience, the workshop is more effective when participants discuss and plan actions for a current real-world change they are leading or involved in. The two-day workshop design utilizes the Tipping Point Simulation as a key tool for learning about the interacting factors that affect change and creating dialogue about how to best allocate resources during a change. During the simulation, table teams vie against each other to create the best change strategy. This friendly competition encourages experimentation and risk taking, and also focuses dialogue on the factors that affect a change. The teams strategies are tried out on the simulation, and the results are seen immediately on the graphical output. The participants then discuss how they can apply what they have learned in their own organizations. The Leading People Through Change Model taught during the workshop is based on Over 30 years of real-world change leadership consulting experience Research done on the Stages of Concern, one of the key differentiators in our approach The authors analysis of strengths and weaknesses of existing change models on the market when compared with our research and real-world experience We hope that what you learn in the process of training this workshop enhances your own skills as a change leader. Patricia Zigarmi Judd Hoekstra Ken Blanchard vi

7 Leading People Through Change 2-Day Training Design ACTIVITY TITLE MINUTES SCHEDULE 1 Session Lead-In 10 8:20 8:30 2 Introduction 25 8:30 8:55 3 The Energy Exercise 5 8:55 9:00 4 The Difficulty of Change 2 9:00 9:02 5 Why Change Efforts Fail 18 9:02 9:20 6 The Iceland River Challenge 45 9:20 10:05 Break 10 10:05 10:15 7 Core Beliefs 10 10:15 10:25 8 Change Exercise 20 10:25 10:45 9 Situational Change Leadership 5 10:45 10:50 10 Stages of Concern 30 10:50 11:20 11 Diagnosing Stages of Concern 15 11:20 11:35 Lunch 60 11:35 12:35 12 Concerns with a Real Change 20 12:35 12:55 13 Analysis of an Unsuccessful Change 45 12:55 1:40 14 Change Leadership Behaviors 10 1:40 1:50 15 Change Leadership Strategies Part :50 2:30 Break 10 2:30 2:40 16 High Involvement Tactics Part :40 3:10 17 Change Leadership Strategies Part :10 3:40 18 High Involvement Tactics Part :40 3:50 21 Rescript an Unsuccessful Change 40 3:50 4:30 22 Closing for Day :30 4:40 TOTAL TRAINING TIME FOR DAY 1 8 HOURS 20 MINUTES PREPARATION 11

8 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 2-Day Training Design ACTIVITY TITLE MINUTES SCHEDULE 23 Day 2 Lead-In 10 8:20 8:30 24 Tipping Point Simulation 3 hr 30 8:30 12:00 Lunch 60 12:00 1:00 25 Create an Action Plan Part :00 1:30 26 Change Readiness Survey 45 1:30 2:15 Break 15 2:15 2:30 27 Create an Action Plan Part :30 3:30 28 Closing 30 3:30 4:00 TOTAL TRAINING TIME FOR DAY 2 7 HOURS 40 MINUTES 12 PREPARATION

9 Leading People Through Change 2-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 1 Session Lead-In Ask participants to select a quotation that resonates with them from the quotation cards on the tables. 10 8:20 a.m. 8:30 a.m. 2 Introduction Welcome. Conduct introductions by asking participants to share a recent change and two adjectives describing feelings about the change. Discuss reactions to change. Share selected quotations. Review workshop purpose and outcomes, expectations and norms. Introduce Ideas, Insights, and Intentions. 25 8:30 a.m. 8:55 a.m. 3 The Energy Exercise Participants engage in a quick exercise of low and high energy introductions. 5 8:55 a.m. 9:00 a.m. 4 The Difficulty of Change Discuss what makes change difficult. 2 9:00 a.m. 9:02 a.m. 5 Why Change Efforts Fail Ask participants to complete the Why Change Efforts Fail checklist. In table groups, ask participants to identify top 3 5 reasons. Discuss resistance to change. Introduce game plan. 18 9:02 a.m. 9:20 a.m. 6 The Iceland River Challenge Introduce whitewater metaphor. View Iceland River Challenge DVD. Ask participants to record observations about the kayaking team and characteristics of change-adaptive organizations. Debrief observations. 45 9:20 a.m. 10:05 a.m. Break 10 10:05 a.m. 10:15 a.m. 7 Core Beliefs Present seven core beliefs about change. Ask participants to indicate their agreement or disagreement with each belief :15 a.m. 10:25 a.m. 8 Change Exercise Assess participants personal change readiness with an appearance-changing exercise. Review 10 common reactions to change :25 a.m. 10:45 a.m. PREPARATION 13

10 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 2-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 9 Situational Change Leadership Introduce the three skills of a Situational Change Leader: Diagnosis, Flexibility, and Partnering for Performance. Explain how they relate to Leading People Through Change. Introduce Leading People Through Change Model. 5 10:45 a.m. 10:50 a.m. 10 Stages of Concern Introduce the Stages of Concern continuum. Present each of the six predictable stages and the questions people are likely to ask about the change. Introduce Change Leader Handbook. Discuss the consequences of not responding to concerns. Record Ideas, Insights, and Intentions :50 a.m. 11:20 a.m. 11 Diagnosing the Stages of Concern Ask participants to practice their Diagnosis skills by coding statements of concern. Provide the right answers :20 a.m. 11:35 a.m. Lunch 60 11:35 a.m. 12:35 p.m. 12 Concerns with a Real Change Ask a volunteer to share a real change initiative. Ask table groups to brainstorm information, personal, and implementation concerns. Discuss the value of knowing concerns early and strategies for surfacing concerns :35 p.m. 12:55 p.m. 13 Analysis of an Unsuccessful Change Ask participants to reanalyze an unsuccessful change from their prework. In pairs, ask participants to use the stages of concern interview questions to practice surfacing concerns. Record key learnings. Record Ideas, Insights, and Intentions :55 p.m. 1:40 p.m. 14 Change Leadership Behaviors Present the two types of change leadership behaviors Focusing and Inspiring. Define each one. Review the lists of focusing and inspiring behaviors. Remind participants about Flexibility. 10 1:40 p.m. 1:50 p.m. 14 PREPARATION

11 Leading People Through Change 2-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 15 Change Leadership Strategies Part 1 Introduce the Change Leadership Strategies Present the first strategy Expand Involvement & Influence. Present contrasting approaches to leading change. Discuss the value of high involvement and how to involve people. Review Select & Align the Leadership Team and the One Voice Checklist. Review the next three change leadership strategies Explain the Business Case for Change, Envision the Future, and Experiment to Ensure Alignment. 40 1:50 p.m. 2:30 p.m. Break 10 2:30 p.m. 2:40 p.m. 16 High Involvement Tactics Part 1 Conduct team discussions and brainstorming of high involvement tactics to expanded involvement and influence for Explain the Business Case, Envision the Future, and Experiment to Ensure Alignment. Record Ideas, Insights, and Intentions. 30 2:40 p.m. 3:10 p.m. 17 Change Leadership Strategies Part 2 Review the last four change leadership strategies Enable & Encourage, Execute & Endorse, Embed & Extend, and Explore Possibilities. Discuss high involvement tactics. 30 3:10 p.m. 3:40 p.m. 18 High Involvement Tactics Part 2 Conduct team discussions and brainstorming of high involvement tactics to expanded involvement and influence for Explore Possibilities. Share the outcomes for each Change Leadership Strategy. 10 3:40 p.m. 3:50 p.m. 21 Rescript an Unsuccessful Change Ask participants to rescript an unsuccessful change by identifying new actions, and share plans with a partner. If time permits, share key learnings with the large group. 40 3:50 p.m. 4:30 p.m. 22 Closing for Day 1 Debrief Day 1 with key learnings. Review Day 2 agenda items and logistics, if necessary. Dismiss participants. 10 4:30 p.m. 4:40 p.m. PREPARATION 15

12 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 2-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 23 Day 2 Lead-In Welcome participants. 10 8:20 a.m. 8:30 a.m. 24 Tipping Point Simulation Refer to Creating a Tipping Point facilitation materials :30 a.m. 12:00 noon Lunch 60 12:00 noon 1:00 p.m. 25 Create an Action Plan Part 1 Ask participants to complete the first part of an Action Plan Surfacing and Confirming Concerns, focused on the current change effort from the Change Readiness Survey prework. 30 1:00 p.m. 1:30 p.m. 26 Change Readiness Survey Review the Change Readiness Survey scores by having participants record their overall scores and marking the three highest and lowest scores. Ask participants to share results with a partner. Conduct team discussion (option). Allow for individual reflection. 45 1:30 p.m. 2:15 p.m. Break 15 2:15 p.m. 2:30 p.m. 27 Create an Action Plan Part 2 Ask participants to complete the second part of an Action Plan Strategic Planning, focused on the current change effort from the Change Readiness Survey prework. Begin with the two or three change leadership strategies with the lowest scores from the survey. Share key learnings. 60 2:30 p.m. 3:30 p.m. 28 Closing Review the workshop outcomes. Review support tools for back on the job. Share workshop learnings with large group. Request session evaluation. Dismiss group. 30 3:30 p.m. 4:00 p.m. 16 PREPARATION

13 Leading People Through Change 1.5-Day Training Design ACTIVITY TITLE MINUTES SCHEDULE 1 Session Lead-In 10 8:20 8:30 2 Introduction 25 8:30 8:55 3 The Energy Exercise 5 8:55 9:00 4 The Difficulty of Change 2 9:00 9:02 5 Why Change Efforts Fail 18 9:02 9:20 6 The Iceland River Challenge 45 9:20 10:05 Break 10 10:05 10:15 7 Core Beliefs 10 10:15 10:25 8 Change Exercise 20 10:25 10:45 9 Situational Change Leadership 5 10:45 10:50 10 Stages of Concern 30 10:50 11:20 11 Diagnosing Stages of Concern 15 11:20 11:35 Lunch 60 11:35 12:35 12 Concerns with a Real Change 20 12:35 12:55 13 Analysis of an Unsuccessful Change 45 12:55 1:40 14 Change Leadership Behaviors 10 1:40 1:50 15 Change Leadership Strategies Part :50 2:30 Break 10 2:30 2:40 16 High Involvement Tactics Part :40 3:10 17 Change Leadership Strategies Part :10 3:40 18 High Involvement Tactics Part :40 3:50 21 Rescript an Unsuccessful Change 40 3:50 4:30 22 Closing for Day :30 4:40 TOTAL TRAINING TIME FOR DAY 1 8 HOURS 20 MINUTES PREPARATION 17

14 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 1.5-Day Training Design ACTIVITY TITLE MINUTES SCHEDULE 23 Day 2 Lead-In 10 8:20 8:30 25 Create an Action Plan Part :30 9:00 Break 15 9:00 9:15 26 Change Readiness Survey 45 9:15 10:00 27 Create an Action Plan Part :00 11:00 28 Closing 30 11:00 11:30 TOTAL TRAINING TIME FOR DAY 2 3 HOURS 10 MINUTES 18 PREPARATION

15 Leading People Through Change 1.5-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 1 Session Lead-In Ask participants to select a quotation that resonates with them from the quotation cards on the tables. 10 8:20 a.m. 8:30 a.m. 2 Introduction Welcome. Conduct introductions by asking participants to share a recent change and two adjectives describing feelings about the change. Discuss reactions to change. Share selected quotations. Review workshop purpose and outcomes, expectations and norms. Introduce Ideas, Insights, and Intentions. 25 8:30 a.m. 8:55 a.m. 3 The Energy Exercise Participants engage in a quick exercise of low and high energy introductions. 5 8:55 a.m. 9:00 a.m. 4 The Difficulty of Change Discuss what makes change difficult. 2 9:00 a.m. 9:02 a.m. 5 Why Change Efforts Fail Ask participants to complete the Why Change Efforts Fail checklist. In table groups, ask participants to identify top 3 5 reasons. Discuss resistance to change. Introduce game plan. 18 9:02 a.m. 9:20 a.m. 6 The Iceland River Challenge Introduce whitewater metaphor. View Iceland River Challenge DVD. Ask participants to record observations about the kayaking team and characteristics of change-adaptive organizations. Debrief observations. 45 9:20 a.m. 10:05 a.m. Break 10 10:05 a.m. 10:15 a.m. 7 Core Beliefs Present seven core beliefs about change. Ask participants to indicate their agreement or disagreement with each belief :15 a.m. 10:25 a.m. 8 Change Exercise Assess participants personal change readiness with an appearance-changing exercise. Review 10 common reactions to change :25 a.m. 10:45 a.m. PREPARATION 19

16 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 1.5-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 9 Situational Change Leadership Introduce the three skills of a Situational Change Leader: Diagnosis, Flexibility, and Partnering for Performance. Explain how they relate to Leading People Through Change. Introduce Leading People Through Change Model. 5 10:45 a.m. 10:50 a.m. 10 Stages of Concern Introduce the Stages of Concern continuum. Present each of the six predictable stages and the questions people are likely to ask about the change. Introduce Change Leader Handbook. Discuss the consequences of not responding to concerns. Record Ideas, Insights, and Intentions :50 a.m. 11:20 a.m. 11 Diagnosing the Stages of Concern Ask participants to practice their Diagnosis skills by coding statements of concern. Provide the right answers :20 a.m. 11:35 a.m. Lunch 60 11:35 a.m. 12:35 p.m. 12 Concerns with a Real Change Ask a volunteer to share a real change initiative. Ask table groups to brainstorm information, personal, and implementation concerns. Discuss the value of knowing concerns early and strategies for surfacing concerns :35 p.m. 12:55 p.m. 13 Analysis of an Unsuccessful Change Ask participants to reanalyze an unsuccessful change from their prework. In pairs, ask participants to use the stages of concern interview questions to practice surfacing concerns. Record key learnings. Record Ideas, Insights, and Intentions :55 p.m. 1:40 p.m. 14 Change Leadership Behaviors Present the two types of change leadership behaviors Focusing and Inspiring. Define each one. Review the lists of focusing and inspiring behaviors. Remind participants about Flexibility. 10 1:40 p.m. 1:50 p.m. 20 PREPARATION

17 Leading People Through Change 1.5-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 15 Change Leadership Strategies Part 1 Introduce the Change Leadership Strategies Present the first strategy Expand Involvement & Influence. Present contrasting approaches to leading change. Discuss the value of high involvement and how to involve people. Review Select & Align the Leadership Team and the One Voice Checklist. Review the next three change leadership strategies Explain the Business Case for Change, Envision the Future, and Experiment to Ensure Alignment. 40 1:50 p.m. 2:30 p.m. Break 10 2:30 p.m. 2:40 p.m. 16 High Involvement Tactics Part 1 Conduct team discussions and brainstorming of high involvement tactics to expanded involvement and influence for Explain the Business Case, Envision the Future, and Experiment to Ensure Alignment. Record Ideas, Insights, and Intentions. 30 2:40 p.m. 3:10 p.m. 17 Change Leadership Strategies Part 2 Review the last four change leadership strategies Enable & Encourage, Execute & Endorse, Embed & Extend, and Explore Possibilities. Discuss high involvement tactics. 30 3:10 p.m. 3:40 p.m. 18 High Involvement Tactics Part 2 Conduct team discussions and brainstorming of high involvement tactics to expanded involvement and influence for Explore Possibilities. Share the outcomes for each Change Leadership Strategy. 10 3:40 p.m. 3:50 p.m. 21 Rescript an Unsuccessful Change Ask participants to rescript an unsuccessful change by identifying new actions, and share plans with a partner. If time permits, share key learnings with the large group. 40 3:50 p.m. 4:30 p.m. 22 Closing for Day 1 Debrief Day 1 with key learnings. Review Day 2 agenda items and logistics, if necessary. Dismiss participants. 10 4:30 p.m. 4:40 p.m. PREPARATION 21

18 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 1.5-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 23 Day 2 Lead-In Welcome participants. 10 8:20 a.m. 8:30 a.m. 25 Create an Action Plan Part 1 Ask participants to complete the first part of an Action Plan Surfacing and Confirming Concerns, focused on the current change effort from the Change Readiness Survey prework. 30 8:30 a.m. 9:00 a.m. Break 15 9:00 a.m. 9:15 a.m. 26 Change Readiness Survey Review the Change Readiness Survey scores by having participants record their overall scores and marking the three highest and lowest scores. Ask participants to share results with a partner. Conduct team discussion (option). Allow for individual reflection. 45 9:15 a.m. 10:00 a.m. 27 Create an Action Plan Part 2 Ask participants to complete the second part of an Action Plan Strategic Planning, focused on the current change effort from the Change Readiness Survey prework. Begin with the two or three change leadership strategies with the lowest scores from the survey. Share key learnings :00 a.m. 11:00 a.m. 28 Closing Review the workshop outcomes. Review support tools for back on the job. Share workshop learnings with large group. Request session evaluation. Dismiss group :00 a.m. 11:30 a.m. 22 PREPARATION

19 Leading People Through Change 1-Day Training Design ACTIVITY TITLE MINUTES SCHEDULE 1 Session Lead-In 10 8:20 8:30 2 Introduction 25 8:30 8:55 3 The Energy Exercise 5 8:55 9:00 4 The Difficulty of Change 2 9:00 9:02 5 Why Change Efforts Fail 18 9:02 9:20 6 The Iceland River Challenge 45 9:20 10:05 Break 10 10:05 10:15 7 Core Beliefs 10 10:15 10:25 8 Change Exercise 20 10:25 10:45 9 Situational Change Leadership 5 10:45 10:50 10 Stages of Concern 30 10:50 11:20 11 Diagnosing Stages of Concern 15 11:20 11:35 Lunch 60 11:35 12:35 12 Concerns with a Real Change 20 12:35 12:55 13 Analysis of an Unsuccessful Change 45 12:55 1:40 14 Change Leadership Behaviors 10 1:40 1:50 15 Change Leadership Strategies Part :50 2:30 Break 10 2:30 2:40 16 High Involvement Tactics Part :40 3:10 17 Change Leadership Strategies Part :10 3:40 18 High Involvement Tactics Part :40 3:50 19 Create an Action Plan 35 3:50 4:25 20 Closing 30 4:25 4:55 TOTAL TRAINING TIME 8 HOURS 35 MINUTES PREPARATION 23

20 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 1-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 1 Session Lead-In Ask participants to select a quotation that resonates with them from the quotation cards on the tables. 10 8:20 a.m. 8:30 a.m. 2 Introduction Welcome. Conduct introductions by asking participants to share a recent change and two adjectives describing feelings about the change. Discuss reactions to change. Share selected quotations. Review workshop purpose and outcomes, expectations and norms. Introduce Ideas, Insights, and Intentions. 25 8:30 a.m. 8:55 a.m. 3 The Energy Exercise Participants engage in a quick exercise of low and high energy introductions. 5 8:55 a.m. 9:00 a.m. 4 The Difficulty of Change Discuss what makes change difficult. 2 9:00 a.m. 9:02 a.m. 5 Why Change Efforts Fail Ask participants to complete the Why Change Efforts Fail checklist. In table groups, ask participants to identify top 3 5 reasons. Discuss resistance to change. Introduce game plan. 18 9:02 a.m. 9:20 a.m. 6 The Iceland River Challenge Introduce whitewater metaphor. View Iceland River Challenge DVD. Ask participants to record observations about the kayaking team and characteristics of change-adaptive organizations. Debrief observations. 45 9:20 a.m. 10:05 a.m. Break 10 10:05 a.m. 10:15 a.m. 7 Core Beliefs Present seven core beliefs about change. Ask participants to indicate their agreement or disagreement with each belief :15 a.m. 10:25 a.m. 8 Change Exercise Assess participants personal change readiness with an appearance-changing exercise. Review 10 common reactions to change :25 a.m. 10:45 a.m. 24 PREPARATION

21 Leading People Through Change 1-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 9 Situational Change Leadership Introduce the three skills of a Situational Change Leader: Diagnosis, Flexibility, and Partnering for Performance. Explain how they relate to Leading People Through Change. Introduce Leading People Through Change Model. 5 10:45 a.m. 10:50 a.m. 10 Stages of Concern Introduce the Stages of Concern continuum. Present each of the six predictable stages and the questions people are likely to ask about the change. Introduce Change Leader Handbook. Discuss the consequences of not responding to concerns. Record Ideas, Insights, and Intentions :50 a.m. 11:20 a.m. 11 Diagnosing the Stages of Concern Ask participants to practice their Diagnosis skills by coding statements of concern. Provide the right answers :20 a.m. 11:35 a.m. Lunch 60 11:35 a.m. 12:35 p.m. 12 Concerns with a Real Change Ask a volunteer to share a real change initiative. Ask table groups to brainstorm information, personal, and implementation concerns. Discuss the value of knowing concerns early and strategies for surfacing concerns :35 p.m. 12:55 p.m. 13 Analysis of an Unsuccessful Change Ask participants to reanalyze an unsuccessful change from their prework. In pairs, ask participants to use the stages of concern interview questions to practice surfacing concerns. Record key learnings. Record Ideas, Insights, and Intentions :55 p.m. 1:40 p.m. 14 Change Leadership Behaviors Present the two types of change leadership behaviors Focusing and Inspiring. Define each one. Review the lists of focusing and inspiring behaviors. Remind participants about Flexibility. 10 1:40 p.m. 1:50 p.m. PREPARATION 25

22 LEADING PEOPLE THROUGH CHANGE Leading People Through Change 1-Day Training Design ACTIVITY DESCRIPTION MINUTES SCHEDULE* 15 Change Leadership Strategies Part 1 Introduce the Change Leadership Strategies Present the first strategy Expand Involvement & Influence. Present contrasting approaches to leading change. Discuss the value of high involvement and how to involve people. Review Select & Align the Leadership Team and the One Voice Checklist. Review the next three change leadership strategies Explain the Business Case for Change, Envision the Future, and Experiment to Ensure Alignment. 40 1:50 p.m. 2:30 p.m. Break 10 2:30 p.m. 2:40 p.m. 16 High Involvement Tactics Part 1 Conduct team discussions and brainstorming of high involvement tactics to expanded involvement and influence for Explain the Business Case, Envision the Future, and Experiment to Ensure Alignment. Record Ideas, Insights, and Intentions. 30 2:40 p.m. 3:10 p.m. 17 Change Leadership Strategies Part 2 Review the last four change leadership strategies Enable & Encourage, Execute & Endorse, Embed & Extend, and Explore Possibilities. Discuss high involvement tactics. 30 3:10 p.m. 3:40 p.m. 18 High Involvement Tactics Part 2 Conduct team discussions and brainstorming of high involvement tactics to expanded involvement and influence for Explore Possibilities. Share the outcomes for each Change Leadership Strategy. 10 3:40 p.m. 3:50 p.m. 19 Create an Action Plan Ask participants to complete an Action Plan focused on the current change effort from the Change Readiness Survey prework. Begin with the two or three change leadership strategies with the lowest scores from the survey. 35 3:50 p.m. 4:25 p.m. 20 Closing Review the workshop outcomes. Review support tools for back on the job. Share workshop learnings with large group. Request session evaluation. Dismiss group. 30 4:25 p.m. 4:55 p.m. 26 PREPARATION

23 Activity 2 Introduction 25 minutes Purpose Participants are introduced to the purpose and outcomes of the Leading People Through Change workshop. 1. Introduce Workshop large group 1 min. Display visual aid 1 Welcome! Preparation Prepare a flip chart to use in step 4. Reactions to Change Reference If there is a directive from senior management or other specific reason why this workshop is being offered, you may want to kick off the session with this background information. Your introduction should ensure that participants know there is strong management support for their attending this workshop and you should clarify how it relates to the organization s goals and competencies. Welcome participants to Leading People Through Change. Refer to workbook page 1 Leading People Through Change Overview. Make these remarks In this workshop, you will learn how to diagnose an individual s concerns about a proposed change and to resolve those concerns to increase the probability of a successful change implementation. We will utilize the Leading People Through Change Model and focus on two parts of the model Stages of Concern and Change Leadership Strategies. Activities 3

24 LEADING PEOPLE THROUGH CHANGE Activity 2: Introduction 2. Set Up Introductions large group 2 min. Display visual aid 2 A Recent Change. Reference Share your experience with leading or consulting on organizational change efforts. Introduce yourself using the criteria on the visual aid Identify a personal or work-related change you have made in the past two months. Think of two adjectives to describe your feelings about making the change. Establish your credentials with change efforts. Make this remark Let s get to know each other with an introduction and some background about your own experience with a recent change effort. Refer to workbook page 2 A Recent Change. Give these directions Take a minute to respond to the statements on page 2 of the workbook. Next, please write your name on the name tent in front of you. Then, I d like each of you to introduce yourself to others at your table by describing the recent change effort you ve made, either personally or professionally, and by sharing the adjectives about your experience in making these changes. 4 Activities

25 Activity 2: Introduction 3. Conduct Introductions small groups 6 min. 4. Debrief Introductions large group 3 min. Display the prepared flip chart. Reactions to Change Solicit and record reactions to change. Make the point that some people share the same reactions and others react differently to change. Reference The quotations discussion can be moved to the end of the first day or the beginning of the second day. Reference Robert M. Pirsig, Lila: An Inquiry into Morals (New York, NY: Bantam Books, 1992). 5. Set Up Quotations Discussion large group 1 min. Make these remarks I d like to share with you a quote on change, called Tea Time. If you want to drink new tea, you have to get rid of the old tea that s in your cup. Otherwise your cup just overflows and you get a wet mess. Your head is like that cup. It has a limited capacity and if you want to learn something about the world, you should keep your head empty in order to learn it. It s very easy to spend your whole life swishing old tea around in your cup thinking it s great stuff because you ve never really tried anything new, because you could never get it in, because the old stuff prevented its entry, because you were so sure the old stuff was so good, because you never really tried anything new. Give these instructions Take a look at the quotations cards on your table. If you haven t done so already, choose a quote that has meaning for you and share with the others at your table why you chose the quote. Activities 5

26 LEADING PEOPLE THROUGH CHANGE Activity 2: Introduction 6. Discuss Quotations small groups 3 min. 7. Present Learning Objectives large group 5 min. Display visual aid 3 Workshop Purpose. Refer to workbook page 3 Learning Objectives. Make this remark The purpose of this workshop is to teach people how to lead successful, high involvement change efforts by Diagnosing concerns, Flexibly using multiple change leadership strategies, and Partnering for Performance so that the people being asked to change can voice their concerns, influence the process, and increase their commitment to the change. 6 Activities

27 Activity 2: Introduction Display visual aid 4 Workshop Outcomes. Make these remarks As a result of the workshop, you will Understand why change efforts typically fail or get derailed Be able to identify and develop the characteristics and behaviors of change-adaptive organizations and successful change agents Know how to diagnose individual s predictable concerns with change and thereby reduce resistance to change and gain buy-in Explore ways to increase involvement and influence in leading change Master strategies for addressing concerns and leading change Assess your organization s current change readiness Develop an action plan for successfully leading a current change effort Build change leadership capability Activities 7

28 LEADING PEOPLE THROUGH CHANGE Activity 2: Introduction 8. Address Participant Expectations large group 2 min. Reference Direct participants to other sources or solutions to address unmet expectations as needed. Ask this question Do you have any expectations that we have not included? Record responses on a flip chart. Point out the expectations that will be addressed. Option: With the participants, create a list of current change initiatives on a flip chart. Remind participants to keep this context in mind. These initiatives are where there is an opportunity to apply what they learn. 9. Present Session Norms large group 2 min. Display visual aid 5 Tips for Maximizing Learning. Refer to workbook page 4 Session Norms. 8 Activities

29 Activity 2: Introduction Make these remarks We ve come up with a list of tips that will help you get the most out of this session. No PDAs, cell phones, etc. Be back from breaks on time Respect confidentiality Listen with the intent of being influenced Take notes Bring energy to the learning experience Make these remarks During this workshop, your colleagues will be sharing personal stories about situations and people. It is important to keep this information confidential in order to create a safe and trustful learning environment. Provide relevant information regarding breaks, lunch, the environment, or logistics. Refer to workbook appendix pages E 1 to E 2 Ideas, Insights, and Intentions. Ask participants to utilize throughout the workshop the Ideas, Insights, and Intentions pages at the back of the workbook. Activities 9

30 Activity 3 The Energy Exercise 5 minutes Purpose Participants engage in a brief exercise that demonstrates the kind of energy they are being asked to bring to the workshop. 1. Set Up Energy Exercise large group 1 min. Make this remark I d like you to engage in a brief exercise that will take just a few moments. Give these directions Please stand up and greet as many people as you can as though you are looking for someone more important to talk to. Begin. 2. Conduct Low-Energy Greetings large group 1 min. 3. Set Up High-Energy Greetings large group 1 min. Give these directions Now greet as many people as you can as though you are greeting long-lost friends. 4. Conduct High-Energy Greetings large group 1 min. 5. Debrief Exercise large group 1 min. Ask this question What are your observations about the two sets of interactions? Activities 11

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