The Dynamics of New Staff on the Team: Change Management. Molly McGee Hewitt, CAE CASBO Executive Director

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1 The Dynamics of New Staff on the Team: Change Management Molly McGee Hewitt, CAE CASBO Executive Director

2 Changes in COE s. Retirements New Workforce LCFF/LCAP End of recession/reorganization Era of Uncertainty from fiscal oversight to?

3 Today. Discuss the study of change: Change Management Discuss the changes organizationally to COE s and the LEA s we serve Discuss change in the teams we serve on or manage Explore ways to embrace change and welcome new members to our team

4 A look at how we operate Old Guard Knows the system Clear boundaries and protocols Knows the players Has clear expectations Feels experience has merit New Workforce Knows something about the system Questions boundaries and protocols Expects to be welcomed and valued

5 The Dynamics of change on a team One new member of a team, at any level, can alter the team dynamic. How a member is introduced and welcomed to the team can impact their success and the team s effectiveness. Change is an opportunity to explore how and why we do what we do and to seek new methods and ideas for improvement.

6 Good Change vs. Difficult Change Good More money, promotions Training opportunities Lessening of workload New ideas and energy Easier way to get the job done! Difficult Loss of a promotion, outsider selected Loss of power/control Changes in established way we do business Skills are threatened when someone with different skills joins the team

7 Introduction: Changes in the Workplace Present a phony change to a group: The open mind says, I got my hopes up for nothing. The closed mind says, I m not buying it. vs. Present a genuine change to a group: The open mind says, This is a chance to make a real difference. The closed mind says, I blew it (missed an opportunity to make change).

8 Generational Change Personality, attitude and behavior affect the workplace: Generation Me (sometimes called Gen Y or Millennials) demonstrates higher self-esteem, narcissism, anxiety, and depression; lower need for social approval; more external locus of control; and women with agentic traits.

9 Generational Change (continued) Managers should expect to see more employees with unrealistically high expectations, a high need for praise, difficulty with criticism, an increase in creativity demands, job-hopping, ethics scandals, casual dress, and shifting workplace norms for women.

10 NO! comes in many forms: Now s not a good time. Response to Fresh Ideas These are all different ways of saying, Your idea is not going to happen. That s not the way we do things around here. It s. traditional complicated political

11 Generational Change (continued) Example of a real reason for resisting new ideas: I don t see how I fit in any of this [change]. People feel like they aren t being consulted. The key to this is the difference between authorship and ownership We say to people, Here s the change; own the change. Gosh, why aren t people having ownership of the change? It doesn t work. What works is authorship. If you say, Here s why we have to change. Here are some things we have to change. But you tell me how you re going to make it work. You give them authorship. You empower them to design the change for themselves. Suddenly they re not responding to change; they re taking control of change.

12 Approaching Change

13 Approaching Change - The Emotional Scale As a leader, how you do respond to someone at the various stages?: Denial Change can t happen. Fear/anxiety Oh no; it s happening! What do we do?! Enthusiasm I m ready to take on the challenge!

14 Navigating Change 1. Have a Clear Vision 2. Understand the Impact 3. Communicate 4. Build a Team 5. Take Ownership

15 The team is not built by the leader alone All members of the team must understand why they are team! Clear roles and responsibilities Clear expectations and knowledge of others roles and the differences of those roles Accountability to self and others Commitment to the team

16 Sources Generational differences in psychological traits and their impact on the workplace Lead and be the change: Mark Mueller-Eberstein at TEDxRainier TEDxPerth Jason Clarke Embracing Change Managing Workplace Change

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