MANAGING THROUGH CHANGE FACIL ILIT ITIE IES S SERVIC ICES - - PowerPoint PPT Presentation

MANAGING THROUGH CHANGE

FACIL ILIT ITIE IES S SERVIC ICES – REFRESHING NG M MANA NAGEMENT NT S SKILLS T TRAINI NING NG MARCH 2014 2014

OUR F UR FS C CUL ULTURE E – AND C D CHANGE

Going Well

• Teamwork mentality (creative cooperation).
• Reputation for doing reliable excellent

work.

• Values are alive and well people are living

them at work.

• Recognition is happening
• Opportunities
• Transparency

Needs Improvement

• Communication – throughout organization
• Feeling appreciated
• Lack of efficiency - things take too long
• Standardized policies and procedures
• Accountability
• Fostering a sense of community between

departments

OUR F UR FS C CUL ULTURE E – AND C D CHANGE

Supervisor’s role in influencing culture

• ATTITUDE! Be positive
• Be consistent
• Be open to giving and receiving

feedback

• Be engaged
• Be a conduit for information
• Make sure staff know the values

What supervisors need

• More employees
• Written policies/work rules
• Budget
• HR support for accountability
• Training
• More resources for rewarding

employees

ARE Y YOU OU A SUPERFO FOOD OR C CHEE EESEB EBURGER ER??

• Small group discussion about survey results
• Scores of 4 – GREAT!!
• Scores of 2 or 3 – Choose two or three to improve on that you

think will make the most difference to your employees

• Scores of 1 – Pick one that needs to be improved immediately

and jot down an action plan and put the action plan where you will see it everyday

RESPONS ONSES T TO C CHANG NGE

Charger Bystander Victim Critic Navigator

IF CHANGE IS COMING, WHAT CAN WE DO ABOUT IT?

Remember that we’re a values based organization And We’ve been trained to lead change.

FACILITIES SERVICES VALUES

Truth - We say what we mean and do what we say Respect - We treat people as we want to be treated Excellence - We strive to do the best Teamwork - Together we achieve more Integrity - We do the right thing

WE MODEL ACTIVE LISTENING

• 1. Mirror/Paraphrase
• 2. Check for understanding
• 3. Probe for information and feelings
• 4. Encourage/Show empathy
• 5. Summarize
• 6. Show verbal and non-verbal attentiveness

WE KNOW HOW TO RESOLVE CONFLICT

• 1. Recognize emotions
• 2. Briefly describe the problem and share your positive intentions
• 3. Actively listen and seek FIRST to understand
• 4. Share your perspective of the problem and the impact
• 5. Work together on an action plan or next steps
• 6. Check for progress and express thanks

WE KNOW HOW TO GIVE AND RECEIVE FEEDBACK

• 1. Convey your positive intent
• 2. Describe specifically what you have observed
• 3. State the impact of the behavior or actions
• 4. Ask the person to respond
• 5. Focus the discussion on solutions (not blame)

WE EMBRACE THE STAFF SKILLS FOR SUCCESS

Inclusiveness Adaptability Self Development Communication Teamwork Service-Minded Stewardship Motivation

RECOMMENDATION: EMBRACE VALUES BASED LEADERSHIP!

Self-Reflection – the ability to identify and reflect on what you stand for, what your values are, and what matters most to you. Balance - the ability to see situations from multiple perspectives and differing viewpoints to gain a much fuller understanding. True Self-Confidence - accepting yourself as you are, recognizing your strengths and your weaknesses and striving for continuous improvement. Genuine Humility - never forget who you are or where you came from.

Source: http://www.forbes.com/2011/04/26/values-based-leadership.html

ASK YOURSELF, WHAT WOULD BOB DO?

Bob: Can we fix it? Response: Yes we can! Bob: Who’s in charge? Response: We’re in charge! Bob: Excellent! Response: No prob, Bob!

CHANGE GE

• Proactive
• Reactive
• Inevitable

NAVIGATING NG C CHANG NGE

• Role of the Manager
• Delegation
• Team

MANA NAGER’S R ROL OLE

• Coaching by Model, Motivation, &

Observation

• Responsibility for results of the team
• Ensure team understands
• What
• Why
• When
• Not necessarily the How
• Development
• Trust – Remove Fear
• Delegation

WHAT I IS DE DELEGATION

• Utilization of all resources (not just top performers)
• Empowerment through Ownership
• Communication
• Opportunity to learn
• Struggle but not Fail
• Delegation does not lessen the manager’s

responsibility

• Encourage Initiative

LEVELS OF INITIATIVE

Wait until told Ask what to do Recommend an action, then with your approval implement it Take independent action, and advise you at

• nce

Take independent action and update you through routine procedure

Management Time: Who’s Got the Monkey – William Oncken, Jr., and Donald L. Wass

PROCESS - HOW CAN WE MAKE CHANGES HAPPEN? HERE IS A CASE STUDY:

We wanted to change the staffing of EMCS Operations so that the operators would be building controls technicians rather than chilled water plant operators. Simple, right? This effort came to be known as...

Project Sisyphus!

STEP EP 1 1: D DECIDE E EXACTLY WHA HAT T THE C HE CHA HANGE I E IS THAT YOU WANT T TO ACC CCOMPL PLISH

That was easy. We just wanted to replace the existing EMCS operators with folks whose expertise was building systems, not chilled water equipment.

STEP EP 2 2: F FIGUR URE O E OUT UT T THE B E BARR RRIER ERS T TO A ACCOMPLI LISHI HING THE HE C CHA HANGE

Two different unions. The chilled water plant operators belonged to the IUOE (accustomed to shift work) while the building controls folks were members of the BTC (not used to working shifts).

STEP EP 3 3: D DETER ERMINE W WHO HO T THE D E DECISION M MAKER ERS A ARE E THA HAT C CAN C CARR RRY O OUT THE C E CHA HANGE

The Utilities Department oversaw the chilled water plant operators while the Shops

• rganization had responsibility for the building controls personnel. Clearly, both
• rganizations - and both unions - would have to agree on the change!

STEP 4 4: FI : FIND ALLIES A AND TR TRY T TO C CONVINCE TH THEM O OF TH F THE BENEFI FITS T TO T O THEM A AND TO O THE UNIVERSIT ITY AS A A WHOLE

The main "pro" was that the people responding to EMCS alarms would be familiar with the details of the particular building systems that produced the alarm. The main "con" was that the new operators would have to work evening and night shifts.

STEP EP 5 5: T TRY TO GET ET T THE E DECISION M MAKER ERS / / STAKEHO HOLD LDER ERS TO A ACT T TO C CARR RRY O Y OUT T THE C HE CHA HANGE

While everyone agreed the change made sense, timing became an issue because the BTC contract in effect at the time did not envision shift work. The IUOE people were afraid of losing work. The rock kept getting near the top of the hill but then rolled back down (Sisyphus, remember?)!

STEP 6 6: I : IF A F AT T FI FIRST Y YOU DON'T SU SUCCEED, TR TRY TRY RY AG AGAI AIN - AND AGAI D AGAIN - AND A D AGA GAIN IN...

Perseverance is key! It took us 3 or 4 years before we were able to get this particular change implemented. Eventually, Sisyphus succeeded!

DISC SCUSSI SION

• What do you think are the main barriers to implementing changes?
• How do you provide leadership in overcoming the barriers?
• How are some ways you can lead change most effectively? Pick one thing that

you can focus on in terms of enhancing your own change leadership abilities and discuss with someone you don’t typically work with.

TA TAKEAWAY AYS – CHA HANGE I IS I INEV EVITABLE LE!

• BE AN EFFECTIVE CHANGE AGENT – Recognize your staff’s responses to change and

then navigate your team through change successfully.

• Your attitude will help dictate how staff members navigate through the change.
• Be a conduit for information.
• If at first you don’t succeed, try again and be persistent.
• Practice values based leadership.