Change Leadership: A Boot Camp to Drive Organizational Change

Size: px
Start display at page:

Download "Change Leadership: A Boot Camp to Drive Organizational Change"

Transcription

1 Change Leadership: A Boot Camp to Drive Organizational Change Presented by: Rachel Schaming Radiology Ltd. Tucson, AZ

2 Your Perceptions of Change What are your reactions when you hear the word change? Negative perceptions Positive perceptions

3 Today s Agenda Perceptions of change Why are we here... Our learning goals & objectives for today Experiencing personal & professional change Understanding human responses to change Actions for introducing & leading change

4 Our Agenda continued... Forces causing change external & internal Understanding change resistance Identifying perceived losses & opportunities from change Developing change resilience in yourself & others

5 10 Steps to Successful Change Management 1. Understanding change 2. Assessing impact of change 3. Assembling a change management team 4. Building a vision for change 5. A change strategy in place 6. Winning support 7.Communicating effectively 8. Overcoming challenges 9. Measuring success 10. Reviewing lessons learned 5

6 Steps to Change 1. Before change was coming or needed.. 2. Earliest days of the change... you are beginning to feel effects of the change 3. Change is halfway complete 4. Change is complete...you are looking back at the path you followed 6

7 What is Change? Something different from current situation The act of transformation When change happens, keep in mind: Flexibility is key People will look out for themselves -WIIFM Organizational change affects all employees forcing them to make adjustments 7

8 Types of Change Continuous Process improvement Relatively easy to incorporate Generally low emotion Discontinuous A major change Reengineering Generally creates more emotion - some will be excited / others fearful & angry EX: Honda or Ford adding a GPS system EX: Hondo or Ford adds a hybrid or electric car to their product line 8

9 Stages of Change Reactive change Surprise or shock Human reaction / resistance Decision if they will participate / question their roles Proactive change Level of excitement re: something new & different The challenges of getting something done Realization the individual and team have made change happen 9

10 Your Role as a Change Leader Willingness to challenge Insight Vision Ability to inspire Effective Communicator 10

11 Refer to Table 1 Active Roles of the Successful Change Manager 11

12 Questions... 12

13 Elements of a Successful Change Initiative 1 Clear understanding of the need for change 2 Clear set of goals Provide details 3 Explanation of risks and rewards 4 Ongoing communication 5 Sharing results frequently 6 Course corrections Lessons learned 13

14 Why Change Initiatives Fail Missing leadership visibility Communicating an unclear vision of the future Allowing individuals to believe change is an option Task Focus Lacking a process to hear the concerns of those needed to make the change No process for tracking progress Failing to celebrate Failure to reward early successes Poorly defined roles & responsibilities 14

15 Strategy Building Tools Political interests Technology capabilities and limitations Stakeholder power Fear of loss Opportunities for rewards Pressures on performance Competitive pressures Customer demands Availability of resources Culture and tradition 15

16 Key Points to Keep in Mind What are the reasons for the change? How does it impact what you are doing today? What alternatives exist? What opportunities and threats go with them? Are the goals of the change initiative clearly defined? Do individuals understand their roles & responsibilities? What communication strategies do you need? 16

17 Business Case for Change Assessing the organization s readiness for change What is driving the change? Identifying the type of change? Assessing the impact of change 17

18 Refer to Table 2 Vision for Change: External & Internal Considerations 18

19 Refer to Worksheet 2 Assess the Impact of Change 19

20 Refer to Worksheet 2.2 Strategy Checklist 20

21 Key Points to Keep in Mind Understand the change goals Decide what tasks must be completed Use tasks to define the role of team members don t accept anyone who is available Bring the team together early in the process identify their roles establish milestone measurements 21

22 Assemble a Change Management Team Who needs to be on the team? Skills needed on the team? Working cross-functionally Assessing individuals Setting the agenda 22

23 Refer to Table 3.1 Sample Change Team Composition 23

24 Refer to Table 3.2 Skills and Attributes Desired for Core Members of the Change Management Team 24

25 Win Support Organization members Change team members Customers Management Sponsors 25

26 Supporters Detractors Undecided Evaluating Stakeholders Disciples Believers Workhorses Want change to fail Love status quo Have greatest fear of change The masses The lost 26

27 Refer to Table 4 Stakeholder Matrix 27

28 Knowing How to Influence Head - If you can change the way people think Heart - You can change the way people feel Hand - You will affect how they act 28

29 Key Points to Keep in Mind Segment your stakeholders To what degree will the stakeholders support the change initiative? What do your detractors not like about the change? What will it take to win over the detractors or neutralize them? Is there any influence strategy that needs to be put in place with various stakeholders? 29

30 Questions... 30

31 Common Reactions, Thoughts & Feelings re: Change Locked in the trunk OR hands on the wheel Positive or negative? Personal or professional? 31

32 Comfort & Control Learning, Acceptance and Commitment Stability Stage 1 Looking forward Stage 4 Fear, Anger & Resistance Looking back - Stage 2 Chaos Stage 3 Inquiry, Experimentation & Discovery 32

33 Characteristics of Comfort & Control People feel comfortable, safe, and in control They are working hard... But often on the wrong things. Comfortable Safe Satisfied No problems Everything s fine Happy Positive Rewarding In control I m okay / You re okay 33

34 Characteristics of Fear, Anger and Resistance Frustration Anger Fearful People feel frustrated, angry, and fearful about the change. Performance deteriorates Challenged Hostility Betrayed Upset Confused Anxiety Self-doubt Lack of consistent information escalates this stage of the change cycle Lost Dazed Apathetic 34

35 Characteristics of Inquiry, Experimentation & Discovery Innovation and creativity Confused Questioning Hopeful People want to make the change work on their terms as well as those of the organization but they don t have clear answers. Exciting! Opportunity Frustrated Disappointed Critical to change success at this stage is consistent communication including status of the change project, time lines, key activities and key responsible persons. Searching for solutions Going in all directions at once Challenged Half-way there Making progress 35

36 Characteristics of Learning, Acceptance and Commitment People are focused on and excited about the future. They begin working together to accomplish the change vision. Now I know! Relief WOW! Self- Confidence Satisfied Comfortable What s next? Energized Success! We made it! 36

37 Getting Stuck in the Journey When people get stuck here... Comfort & control Fear, anger & resistance Inquiry, experimentation and discovery Learning, acceptance and commitment It can lead to this.. Complacency and obsolescence Sickness & depression Anxiety & lack of integration Gradual drift backward into comfort and control. 37

38 What specific actions can we take to help: Ourselves Others EXPLORING IDEAS THROUGH THE EMOTIONAL JOURNEY OF CHANGE 38

39 Actions for Comfort and Control Acknowledge their successful past Get people s attention Sell the need for change including the pain of not changing Immerse people in information about the change: budget data, customer complaints, increasing costs, competitive pressures Give people time to let the ideas sink in Don t sell the solution... Sell the problem! 39

40 Actions for Fear, Anger and Resistance Keep people talking Cocreate the vision Listen, listen, listen Welcome debate & dissent Honor sense of losses Discuss solutions Strive to address perceive d losses Don t try to talk people out of their feelings Share what you know AND don t know 40

41 Actions for Inquiry, Experimentation and Discovery Encourage personal learning Give people freedom AND direction Give people permission to find their own answers Encourage people to take risks Affirm and refine the vision make room for others ideas Tell people as much as you know Encourage teamwork and collaboration Provide people with training & support Set short-term goals 41

42 Actions for Learning, Acceptance and Commitment Reinforce & reward new behaviors Prepare for next change Acknowledg e what is left behind] Continue tools & training Acknowledge hard work Celebrate successes Reaffirm the vision 42

43 Leader Actions Stability Comfort & Control Learning Acceptance and Commitment 1 4 Create a felt need for change Stabilize & sustain the change Looking back Looking forward 2 Introduce the change 3 Revise and finalize the change plan Fear, Anger, and Resistance Inquiry, Experimentation & Discovery Chaos 43

44 Communicate Effectively Refer to Table 5 Communication Channels 44

45 Origins of Resistance Fear of loss Fear current skills will become obsolete Fear loss of status Mistrust of leaders Previous disappointments with management Perceptions leaders are lacking integrity, ethics etc. Disagree with the change Do not believe the change is needed Don t tolerate change well 45

46 We Value Resisters Because Force clarity of problem Force change leaders to think BEFORE implementing the change Identify subset problems to address first They ask tough questions They let us know who opposes the change They slow down the change THEY MAY BE RIGHT! It is a poor idea! 46

47 The PERCEIVED Losses... Job Security Comfort & security Territory Control over one s future Purpose / Meaning Competence Social connections Social status Power Future opportunities Trust in others] Independence and autonomy 47

48 Resilience is... The ability to recover from or adjust easily To misfortune & change The capability of a strained body to recover its size and shape After being subjected to adversity & stress 48

49 Human Nature... Maintain control over their lives Stable & effective relationships Enjoyable & rewarding work Self confidence and psychological health Degree of certainty about one s life Degree of certainty about one s work Sense of comfort & well-being is diminished Unpredictability Ability to predict what s in store for us Disrupts our ability to envision the future Escalates fear, confusion, anxiety and self-doubt 49

50 Overcome Challenges Ignoring direction Finding excuses Sabotaging initiatives Not using processes or procedures Openly criticizing new processes Blaming others Unwilling to learn new systems Challenging the change Taking credit for others work 50

51 Questions... 51

52 Takeaways... Components of Effective Change Management Change Management Team & Stakeholders 4 Critical Stages of Change Management Tools & Techniques to Handle Resistance 52

53 Thank You! Best wishes with your change leadership Leadership Vision Flexibility Facilitation Intervention Influence Accountability Project Plan Measurements Celebration 53

Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management

Change Management. Objectives. 8 Steps of Change. Change Management: How To Achieve A Culture Of Safety. TeamSTEPPS 06.1 Change Management : How To Achieve A Culture Of Safety Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower team members to

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

What are your first thoughts when faced with a new change

What are your first thoughts when faced with a new change What are your first thoughts when faced with a new change What is change? The concept of change management describes a structured approach to transitions in individual, teams, organization, and societies,that

More information

Change Management. Lara Fox E-Rostering Project Manager

Change Management. Lara Fox E-Rostering Project Manager Change Management Lara Fox E-Rostering Project Manager What is change management? Change management is a structured approach to transitioning individuals, teams, and organizations from a current state

More information

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material

More information

IT STARTS WITH CHANGE MANAGEMENT

IT STARTS WITH CHANGE MANAGEMENT TRANSFORMING ORGANIZATIONS IT STARTS WITH CHANGE MANAGEMENT THE POWER TO TRANSFORM In today s globalized and inter-connected economy, organizations deal with continually shifting market conditions, customer

More information

Managing Resistance to Change. The Quality Academy Tutorial 16

Managing Resistance to Change. The Quality Academy Tutorial 16 Managing Resistance to Change The Quality Academy Tutorial 16 Learning Objectives: You Will Learn About Reasons people resist change Approaches that support change management Strategies to address resistance

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

CHANGE MANAGEMENT HOW TO ACHIEVE A CULTURE OF SAFETY

CHANGE MANAGEMENT HOW TO ACHIEVE A CULTURE OF SAFETY CHANGE MANAGEMENT HOW TO ACHIEVE A CULTURE OF SAFETY Change Objectives Identify the Eight Steps of Change using Kotter s Model for change within your organization Discuss other change management models

More information

Restorative Parenting: A Group Facilitation Curriculum Activities Dave Mathews, Psy.D., LICSW

Restorative Parenting: A Group Facilitation Curriculum Activities Dave Mathews, Psy.D., LICSW Restorative Parenting: A Group Facilitation Curriculum Activities Dave Mathews, Psy.D., LICSW RP Activities 1. Framework of Resourcefulness 2. Identifying the Broken Contract Articles 3. The Process of

More information

After the Reduction in Force: How to Re-Energize Your Team

After the Reduction in Force: How to Re-Energize Your Team Overview This offering will take managers through a five-step process, providing detailed worksheets/activities for each step. The five steps that managers will be guided through are: 1. Personally prepare

More information

Continuous Learning & Development

Continuous Learning & Development Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,

More information

Change Management. PG page 1

Change Management. PG page 1 Change Management PG page 1 Change Management Objectives Become skilled at change management and the necessary elements for successful change management. Identify the stages of change that people and organization

More information

HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS

HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS CENTER FOR EFFECTIVE PARENTING HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS Parenting a chronically ill child is a challenge. Having a child with a chronic illness is stressful for any

More information

EXERCISE 1: HR System Implementation

EXERCISE 1: HR System Implementation EXERCISE 1: HR System Implementation You have been asked to step in and lead a new HR system implementation project eight months prior to its launch date. The project previously had no Project Manager

More information

Adjusting to Spinal Cord Injury

Adjusting to Spinal Cord Injury Adjusting to Spinal Cord Injury After a spinal cord injury, everyone copes differently with the journey toward psychological healing and adjustment. The topics below will explore common issues and concerns

More information

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY All Rights Reserved The Hay Group IMPORTANT NOTE: The information provided in the following pages is provided for reference only. The material

More information

Customer Experience Outlines

Customer Experience Outlines Customer Experience Outlines Professional Persuasive Language Customer satisfaction is a feeling and a perception. The consummate professional manages perception so that the customer always feels cared

More information

The Many Emotions of Grief

The Many Emotions of Grief The Many Emotions of Grief While it is important to understand grief and know how it can affect us, we must also acknowledge that: The focus of grief is not on our ability to understand, but on our ability

More information

Conflict... An Opportunity for Development

Conflict... An Opportunity for Development Conflict... An Opportunity for Development ~ Agenda ~ Introductions and Workshop Objectives Understanding Conflict: What is Conflict? The Conflict Cycle Resolving Conflict: Using I Messages College Conflict

More information

Having Conversations at Work that Work!

Having Conversations at Work that Work! Having Conversations at Work that Work! Presented by Stephen R. Pearson, Director UW-Madison Employee Assistance Office srpearson@wisc.edu Having Conversations at Work that Work In order for any organization

More information

dealing with a depression diagnosis

dealing with a depression diagnosis tips for dealing with a depression diagnosis 2011 www.heretohelp.bc.ca No one wants to feel unwell. Talking to your doctor or other health professional about problems with your mood is an important first

More information

Quiz: Personal Resilience and Change Readiness

Quiz: Personal Resilience and Change Readiness Quiz: Personal Resilience and Change Readiness Organisations are constantly changing improving processes; introducing new products; implementing new ways of doing business; cutting costs. These all impact

More information

Managing Transitions by William Bridges. Brief summary of key points

Managing Transitions by William Bridges. Brief summary of key points Managing Transitions by William Bridges Brief summary of key points Change vs. Transition (pg. 4) Change is situational and happens without people transitioning Transition is psychological and is a 3 phase

More information

WHY DO WE HAVE EMOTIONS?

WHY DO WE HAVE EMOTIONS? WHY DO WE HAVE EMOTIONS? Why do we have emotions? This is an excellent question! Did you think: Emotions make us human or They help us feel? These are partly correct. Emotions do define us as humans and

More information

Develop «D» Execution & Change Management

Develop «D» Execution & Change Management Develop «D» Execution & Change Management Dr. Abdurrahman Baş Fall 2013 www.abdurrahmanbas.com Contents Three Core Processes of Execution Forces for Change Principles of Change Five Activities Contributing

More information

Chapter 3: Managing Conflict with Your Boss

Chapter 3: Managing Conflict with Your Boss Chapter 3: Managing Conflict with Your Boss Overview The special case of conflict between a direct report and a boss presents unique challenges. As a manager with responsibilities up and down the organizational

More information

Chapter One Love Is the Foundation. For Group Discussion. Notes

Chapter One Love Is the Foundation. For Group Discussion. Notes Group Study Guide How can you learn to speak each of the fi ve love languages with your children and fi ll their love tank? This interactive guide includes study questions and exercises for you, for your

More information

Opening Our Hearts, Transforming Our Losses

Opening Our Hearts, Transforming Our Losses Preface Alcoholism is a disease of many losses. For those of us who are the relatives and friends of alcoholics, these losses affect many aspects of our lives and remain with us over time, whether or not

More information

Stages of Team Development Lessons from the Struggles of Site-Based Management

Stages of Team Development Lessons from the Struggles of Site-Based Management Schooll Communiity Counciill Operatiions (Source: SCC Handbook IIII,, 2008) s of Team Development Lessons from the Struggles of Site-Based Management Learning to share decision making in a professional

More information

Professional Telesales Skills

Professional Telesales Skills Professional Telesales Skills This course is designed to improve the skills, techniques and confidence of those working in Telesales and Telemarketing. The type of individual who thrives in this type of

More information

Change Management. Participants should be seated at tables in groups of even numbered people.

Change Management. Participants should be seated at tables in groups of even numbered people. Preparation Review Reference Manual Equipment, Materials, Supplies Newsprint, Easel. Markers, Masking Tape Exercise Preparation Review Exercise 1: Cycle of Room Arrangements Participants should be seated

More information

MOTIVATION CHECKLIST

MOTIVATION CHECKLIST 2011 Dr. Mary Kay Whitaker Need Satisfaction is Directly Related to Motivation The purpose of this Motivation Checklist is for you, as a leader, to proactively uncover what the people on your team need

More information

Sally Sample 24 August 2010

Sally Sample 24 August 2010 candidate interview report Sally Sample 24 August 2010 preface The RPMQ is a self-report questionnaire designed to measure characteristics that are important in the occupational setting. These characteristics

More information

Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean?

Examples of Behavior Statements- What does below, meets and exceeds expectations really mean? Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean? Manager Role MANAGER ROLE: Supports OU s strategic objectives by accomplishing results through others.

More information

CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY

CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY SUBSECTIONS Eight Steps of Change Errors Common in Organizational Change Culture Change Comes Last, Not First Change Strategies Roadmap to a Culture

More information

Lesson 5 From Family Stress to Family Strengths

Lesson 5 From Family Stress to Family Strengths HE Leaflet 70 Rev. January 2009 S T R E S S Lesson 5 From Family Stress to Family Strengths Sometimes a family is like a circuit box. When too many things go wrong, the circuits overload and throw a breaker.

More information

Difficult Tutoring Situations

Difficult Tutoring Situations Difficult Tutoring Situations At some time or other, all tutors will find themselves faced with difficult situations in a tutoring session. The following information will provide you with some common categories

More information

Ten Strategies to Encourage Academic Integrity in Large Lecture Classes

Ten Strategies to Encourage Academic Integrity in Large Lecture Classes Ten Strategies to Encourage Academic Integrity in Large Lecture Classes Brian Udermann and Karrie Lamers Introduction Academic integrity has been and continues to be a lively topic of discussion on most

More information

A Relative Gap Moving from Gap to Strength A Relative Strength Organizational Readiness

A Relative Gap Moving from Gap to Strength A Relative Strength Organizational Readiness A Relative Gap Moving from Gap to Strength A Relative Strength Organizational Readiness Performance history Implementation of new programs historically has not been well planned, and has not had intended

More information

PRAYING FOR OTHER PEOPLE

PRAYING FOR OTHER PEOPLE PRAYING FOR OTHER PEOPLE SESSION ONE HOW TO PRAY FOR OTHER PEOPLE When friends get together, they talk about their problems. Sometimes your friends will share with you about their own personal difficulties

More information

Change Management. Prepared for the U.S. Department of State Digital Video Conference for New Zealand Institute of Management, 18 June 2004

Change Management. Prepared for the U.S. Department of State Digital Video Conference for New Zealand Institute of Management, 18 June 2004 Change Management Prepared for the U.S. Department of State Digital Video Conference for New Zealand Institute of Management, 18 June 2004 Jeff Hiatt Founder, Change Management Learning Center and author

More information

COMPETENCY ACC LEVEL PCC LEVEL MCC LEVEL 1. Ethics and Standards

COMPETENCY ACC LEVEL PCC LEVEL MCC LEVEL 1. Ethics and Standards ICF CORE COMPETENCIES RATING LEVELS Adapted from the Minimum Skills Requirements documents for each credential level (Includes will-not-receive-passing-score criteria- gray background) COMPETENCY ACC LEVEL

More information

Mentoring Initiative Overview

Mentoring Initiative Overview Mentoring Initiative Overview Mentoring A partnership in which active sharing of experiences and information takes place in an open environment where one or both participants increase in knowledge, improve

More information

Organizational Change Management Workshop Introduction

Organizational Change Management Workshop Introduction Organizational Change Management Workshop Introduction ICGFM May 19 23, 2014 Richard Hudson Evans Incorporated Jim Wright Evans Incorporated Doug Hadden FreeBalance 1 What is Change Management? The process

More information

The Energy Bus: 10 Rules to Fuel your Life, Work and Team with Positive Energy. Discussion Guide

The Energy Bus: 10 Rules to Fuel your Life, Work and Team with Positive Energy. Discussion Guide The Energy Bus: 10 Rules to Fuel your Life, Work and Team with Positive Energy Discussion Guide 2008 Jon Gordon. The following curriculum is derived from the book The Energy Bus, published by Wiley. Page

More information

Emotional Survival for Law Enforcement. A Synopsis of Dr. Kevin M. Gilmartin A Guide for Officers and Their Families

Emotional Survival for Law Enforcement. A Synopsis of Dr. Kevin M. Gilmartin A Guide for Officers and Their Families Emotional Survival for Law Enforcement A Synopsis of Dr. Kevin M. Gilmartin A Guide for Officers and Their Families Journey Through Law Enforcement Idealistic recruits can become cynical veterans. The

More information

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda

More information

Thought for the Day Master Lesson

Thought for the Day Master Lesson Welcome and Introductions Lesson 2 LESSON 2 Thought for the Day Master Lesson Thought for the Day Education is not the filling of a pail, but the lighting of a fire. William Butler Yeats Overview: The

More information

CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY

CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY SUBSECTIONS Eight Steps of Organizational Team Member Empowerment Creating a New Culture Planning for Teamwork Actions MODULE TIME: 2 hours 15 minutes

More information

Ep #19: Thought Management

Ep #19: Thought Management Full Episode Transcript With Your Host Brooke Castillo Welcome to The Life Coach School podcast, where it s all about real clients, real problems and real coaching. And now your host, Master Coach Instructor,

More information

Improving Management Review Meetings Frequently Asked Questions (FAQs)

Improving Management Review Meetings Frequently Asked Questions (FAQs) Improving Management Review Meetings Frequently Asked Questions (FAQs) Questions from Conducting and Improving Management Review Meetings Webinar Answers provided by Carmine Liuzzi, VP SAI Global Training

More information

SAMPLE INTERVIEW QUESTIONS

SAMPLE INTERVIEW QUESTIONS SAMPLE INTERVIEW QUESTIONS Before you start an interview, make sure you have a clear picture of the criteria and standards of performance that will make or break the job, and limit your questions to those

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

Coaching and Feedback

Coaching and Feedback Coaching and Feedback Follow the Guidelines for Effective Interpersonal Communication There are fundamental strategies that should always be part of interpersonal communication in the work place. Don t

More information

The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel

The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel The Big Idea The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel There is a growing need to develop leaders within many corporations. The demand for leaders greatly outpaces the supply.

More information

Common Reactions to Life Changes

Common Reactions to Life Changes Common Reactions to Life Changes We react in our own unique way to changes in our lives. While most common reactions are considered normal, unexpected, seemingly uncontrollable emotional and/or physical

More information

BEHAVIORAL INTERVIEW QUESTIONS INVENTORY

BEHAVIORAL INTERVIEW QUESTIONS INVENTORY ACCOUNTABILITY/DEPENDABILITY Provide a specific example that best illustrates your ability to be counted on. Tell us about a time when you took responsibility for an error and were held personally accountable.

More information

Effective Counseling Skills

Effective Counseling Skills Effective Counseling Skills All rights reserved. Daniel Keeran, MSW College of Mental Health Counseling www.collegemhc.com Daniel Keeran, MSW, has been a professional counselor and therapist for over 30

More information

ICF CORE COMPETENCIES RATING LEVELS

ICF CORE COMPETENCIES RATING LEVELS coachfederation.org ICF CORE COMPETENCIES RATING LEVELS Adapted from the Minimum Skills Requirements documents for each credential level Includes will-not-receive-passing-score criteria. COMPETENCY 1.

More information

Session 2: Commitment and Ownership

Session 2: Commitment and Ownership Session 2: Commitment and Ownership Your 6 Webinar Guidelines 1. Enter your PIN# (shown in GOTO Meeting software) 2. Please mute your phones until we open up for questions/comments 3. Participants will

More information

Stress Management. Agenda CAUSES OF STRESS STRESS SYMPTOMS THE ART OF RESILIENCY MINDSET AND ATTITUDES HABITS AND ACTIONS

Stress Management. Agenda CAUSES OF STRESS STRESS SYMPTOMS THE ART OF RESILIENCY MINDSET AND ATTITUDES HABITS AND ACTIONS Stress Management 1 Stress Management Agenda CAUSES OF STRESS STRESS SYMPTOMS THE ART OF RESILIENCY MINDSET AND ATTITUDES HABITS AND ACTIONS CONNECTIONS AND RELATIONSHIPS Stress Management 2 How Would

More information

Enhancing Student Motivation: what factors are important and what actions can be taken

Enhancing Student Motivation: what factors are important and what actions can be taken Enhancing Student Motivation: what factors are important and what actions can be taken Rima Afifi, PhD, MPH Faculty of Health Sciences American University of Beirut April 26/27 2010 Introductions and Expectations

More information

Emotional Quotient Self-Score Questionnaire

Emotional Quotient Self-Score Questionnaire Emotional Quotient Self-Score Questionnaire Introduction This questionnaire is designed to help you evaluate aspects of your Emotional Intelligence (EI). It determines you Emotional Quotient or EQ, a competence

More information

Being Accountable in Work and Life

Being Accountable in Work and Life Being Accountable in Work and Life Workshop Objectives > Define accountability > Become aware of your own level of accountability > Understand the importance of accountability and how it relates to work

More information

E XPERT PERFORMANC E. Building Confidence. Charting Your Course to Higher Performance. The Number 1 Challenge for New Leaders

E XPERT PERFORMANC E. Building Confidence. Charting Your Course to Higher Performance. The Number 1 Challenge for New Leaders E XPERT PERFORMANC E Charting Your Course to Higher Performance CHALLENGE: Today s leaders need to meet an increasing demand for measurable results in ever decreasing time frames. SOLUTION: Ultimately

More information

Best in Class Customer Retention

Best in Class Customer Retention Take your business to the next level Best in Class Customer Retention A 5% Improvement Can Double Your Bottom Line Profits Free Sales and Marketing Audit Call 410-977-7355 Lead Scoring, Prioritization,

More information

THE LEADERSHIP CHALLENGE, 5 TH EDITION DISCUSSION QUESTIONS

THE LEADERSHIP CHALLENGE, 5 TH EDITION DISCUSSION QUESTIONS THE LEADERSHIP CHALLENGE, 5 TH EDITION DISCUSSION QUESTIONS Below are examples of questions that you can pose to the whole group or give to small groups for discussion. Some of these questions could also

More information

Section 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM

Section 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM Section 2 - Key Account Management - Core Skills - Critical Success Factors in the Transition to KAM 1. This presentation looks at the Core skills required in Key Account Management and the Critical Success

More information

INDIVIDUAL CHANGE Learning and the process of change in what ways can models of

INDIVIDUAL CHANGE Learning and the process of change in what ways can models of INDIVIDUAL CHANGE Learning and the process of change in what ways can models of learning help us understand individual change? The behavioural approach to change how can we change people s behaviour? The

More information

Terex Leadership Competency Model

Terex Leadership Competency Model Terex Leadership Competency Model INDIVIDUAL CONTRIBUTOR MANAGER EECUTIVE Creating and Creativity Innovation Business Acumen Strategic Agility Global Business Knowledge Making it Happen Time Action Oriented

More information

PDCA Approach to Self-assessment at Programme Level

PDCA Approach to Self-assessment at Programme Level 1 PDCA Approach to Self-assessment at Programme Level Act Improve QA Finalise SAR Communicate SAR Get ready Plan Communicate intent Organise team Develop plan Understand AUN-QA criteria & process Check

More information

New Beginnings: Managing the Emotional Impact of Diabetes Module 1

New Beginnings: Managing the Emotional Impact of Diabetes Module 1 New Beginnings: Managing the Emotional Impact of Diabetes Module 1 ALEXIS (AW): Welcome to New Beginnings: Managing the Emotional Impact of Diabetes. MICHELLE (MOG): And I m Dr. Michelle Owens-Gary. AW:

More information

RECOVERY ALTERNATIVES

RECOVERY ALTERNATIVES RECOVERY ALTERNATIVES Contact us at: 1-800-805-0499 http://www.recoveryalternatives.com INTERVENTION PREPARATION WORKSHEET To help guide you through the process of preparing for the intervention, a series

More information

Professional Development Needs Assessment for Teachers

Professional Development Needs Assessment for Teachers Professional Development Needs Assessment for Teachers Name _ Grade Level / Subject Date ABOUT THIS INSTRUMENT: RCB Medical Arts Academy places a high priority on the continuing professional development

More information

What was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result?

What was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result? EXAMPLE VALUE BASED INTERVIEW QUESTIONS VALUE LEADING QUESTION FOLLOW UP QUESTIONS KEY CRITERIA Compassion Give me an example of a time when you were particularly perceptive regarding a Describe what you

More information

TALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook

TALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook TALENT MANAGEMENT Readiness Assessment Competency Example Writing Workbook May 2010 TIPS FOR WRITING COMPETENCY EXAMPLES 1. Keep in mind as you write your examples that the Leader-Manager competencies

More information

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com 60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.

More information

Sample interview question list

Sample interview question list Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?

More information

B2B Marketing. A Seven Step Guide to Launching New Propositions through your Sales Force

B2B Marketing. A Seven Step Guide to Launching New Propositions through your Sales Force B2B Marketing A Seven Step Guide to Launching New Propositions through your Sales Force Are your sales and marketing teams working in harmony during new product launches? Or is it a time for blame and

More information

Coaching. Outcomes: Participants gain an understanding and self-confidence in the basics of coaching and motivating others to perform their best;

Coaching. Outcomes: Participants gain an understanding and self-confidence in the basics of coaching and motivating others to perform their best; Coaching Summary: Participants in this session will learn when to coach and have an opportunity to practice specific coaching skills. During the practice session, participants will identify strengths and

More information

FEATURED COURSES CURRENTLY AVAILABLE

FEATURED COURSES CURRENTLY AVAILABLE FEATURED COURSES CURRENTLY AVAILABLE NEW! A Checklist for Successful Performance Appraisals and Discussions- 4 hours The formal performance appraisal discussion is an integral part of the performance management

More information

Leadership and Management in the Early Years

Leadership and Management in the Early Years Books Leadership and Management in the Early Years A practical guide to building confident leadership skills by Jane Cook Contents Effective leadership makes a difference 2 Introducing the early years

More information

IS THE BATTLEGROUND TO DETERMINE THE OUTCOME OF ALL BATTLES THAT WILL ARISE DURING THE NEXT 12 MONTHS.

IS THE BATTLEGROUND TO DETERMINE THE OUTCOME OF ALL BATTLES THAT WILL ARISE DURING THE NEXT 12 MONTHS. ARIES IS THE BATTLEGROUND TO DETERMINE THE OUTCOME OF ALL BATTLES THAT WILL ARISE DURING THE NEXT 12 MONTHS. Rav Berg, Days of Power Forewarned is forearmed. The 16th century kabbalist Rav Isaac Luria

More information

Financial Freedom: Three Steps to Creating and Enjoying the Wealth You Deserve

Financial Freedom: Three Steps to Creating and Enjoying the Wealth You Deserve Financial Freedom: Three Steps to Creating and Enjoying the Wealth You Deserve What does financial freedom mean to you? Does it mean freedom from having to work, yet still being able to enjoy life without

More information

Shell Mentoring Toolkit

Shell Mentoring Toolkit Shell Mentoring Toolkit A reference document for mentors and mentees Human Resources LEARNING 25/07/2007 Copyright: Shell International Ltd 2006 CONTENTS What is Mentoring? 4 The Mentor s Role The Role

More information

Accountability for Others being responsible for the consequences of the actions of those whom you manage.

Accountability for Others being responsible for the consequences of the actions of those whom you manage. List of Soft Skill Competencies with Descriptions Each title is available as a separate training and development module and is based on the competencies measured by the TriMetrix Job and Personal Talent

More information

i2isales Training Solution - Sales Management

i2isales Training Solution - Sales Management Please note: This document has been created due to requests from some of our customers for an off the shelf solution. It represents a very basic outline of the type of offering(s) we provide - and should

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

Difficult Conversations: How to Discuss What Matters Most

Difficult Conversations: How to Discuss What Matters Most Difficult Conversations: How to Discuss What Matters Most A High-Level Summary of the Book by Stone, Patton and Heen Office of Human Resources The Ohio State University 1590 N. High St. Suite 300 Columbus,

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

FIELD GUIDE TO LEAN EXPERIMENTS

FIELD GUIDE TO LEAN EXPERIMENTS FIELD GUIDE TO LEAN EXPERIMENTS LEAN ENTERPRISE ACCELERATOR PROGRAM HOW TO USE THIS GUIDE This guide is designed to be used in conjunction with the Experiment Map posters. If you have not done so already,

More information

PGO Verandermanagement

PGO Verandermanagement Domains of organizational life and reality Individual Dyad Team Invisible Irrational Unstructured Unconscious Department Business Unit Division Organization Visible Rational Structured Conscious Erik van

More information

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5

Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 P r o v i d i n g q u a l i t y f e e d b a c k a g o o d p r a c t i c e g u i d e Table of Contents Page Introduction... 3 Key Feedback Principles... 4 Types of Feedback... 5 Positive Feedback... 5 Developmental

More information

Framework for Leadership

Framework for Leadership Framework for Leadership Date Leader Self-Assessment Evaluator Assessment Domain 1: Strategic/Cultural Leadership Principals/school leaders systemically and collaboratively develop a positive culture to

More information

Mental Preparation & Team Building with Female Athletes. Presented by: Karen MacNeill, Ph.D, R.Psych

Mental Preparation & Team Building with Female Athletes. Presented by: Karen MacNeill, Ph.D, R.Psych Mental Preparation & Team Building with Female Athletes Presented by: Karen MacNeill, Ph.D, R.Psych It s Pat Pat has had a great season training/ playing in Europe Comes to training camp and is given feedback

More information

Improving Safety Communication Skills: Becoming an Empathic Communicator

Improving Safety Communication Skills: Becoming an Empathic Communicator Session 716 Improving Safety Communication Skills: Becoming an Empathic Communicator Joshua H. Williams, Ph.D. Senior Project Manager Safety Performance Solutions Blacksburg, VA Introduction Effective

More information

Values, Vision, and Mission. Values The alignment of intention

Values, Vision, and Mission. Values The alignment of intention Values, Vision, and Mission Values The alignment of intention Values What is your reputation? Values are usually single words (such as success, trust, teamwork, etc.) or short phrases that have a great

More information

10 Reasons Why Project Managers Need Project Portfolio Management (PPM)

10 Reasons Why Project Managers Need Project Portfolio Management (PPM) 10 Reasons Why Project Managers Need Project Portfolio Management (PPM) Introduction Many project managers might think they are doing just fine with spreadsheets or basic project management software and

More information

Positive Affirmations For The New Mom

Positive Affirmations For The New Mom Positive Affirmations by Laura J. Rude www.postpartum-living.com Copyright Postpartum Living All rights reserved How Positive Affirmations Can Help You I sn t it great to know you are doing everything

More information