Strategy and Leadership PV237 Ing. Michala Kozinova, MBA. Change Management Strategy and Leadership PV237 Coaching through change exercise part 3 ● Plot where you believe you are on the transiton curve ● In pairs, explore your current feelings around change: - What are your current feelings? - How does that impact on your behavior, performance, ability to help yourself? - What other feelings does this exploraton evoke? Coaching through change exercise part 4 ● Explore how you could move positvely through the Transiton Curve: - What outcome are you looking for? - What are you already doing that’s helping? - What other optons/opportunites do you have? - What would it take? Coaching through change - notes ● Coaching questons – when the person is done answering, don’t satsfy yourself with the answer and ask “What else…?” several tmes – that’s when you are digging under the surface and that’s when the person is getng to answers he/she was not actvely aware of Coaching through change - notes ● OVERCOMMUNICATE ● At the moment you think you’ve communicated a lot, double the efort/introduce new channels … Change management hints ● Share what is changing and what is NOT changing – clarifying what aspects are constant might be reassuring ● Provide multiple paths for exploring ● Communicate rollback scenario ● Don't assume you understand where the other person is coming from. Ask clarifying questions. ● Be open to feedback. Assume positive intentions (perhaps masked by frustration or poor communication skills). ● Use an active rather than passive voice ● Agree to disagree, if you're at dead end. Let them have the last word. Change management hints Managing Conflicts Strategy and Leadership PV237 Managing conflict ● Brainstorming What do we hate in conflict How do we hate to be treated What frustrates us during disagreement Crucial Conversations The Law of Crucial Conversations ● Anytime you get stuck, there’s either a crucial conversation you are not holding or you are not holding well Stuck – chronic inability to solve problems or achieve aspirations or goals ● At the core of every successful crucial conversation lies the FREE FLOW OF RELEVANT INFORMATION Silence to Violence Continuum We often do our worse during crucial conversations We make a Fool’s Choice – Silence or Violence We assume we can either share our honest opinion OR be respectful and we are blind to dialogue option Faced with danger, adrenalin prepares our brain and muscles for “fight” or “flight” - we get dumbed down SILENCE – Withdrawing, Avoiding, Masking VIOLENCE – Controlling, Labeling, Attacking Information is just an information Information WordsMeaning Emotions Hormones Belief Truth Reaction Information Information is just an information How can you influence how the conversation will go? Information is just an information Information WordsMeaning Emotions Hormones Belief Truth Reaction Information Assume positive Clarify Identify your Style Unders Stress Answer the questionnaire to identify your style under stress: http://rleeconsulting.com/wp-content/uploads/2011/11/Style-Under-Stress-Survey.pdf First 12 questions only - Decide if you want to focus on work or home - Think of a specific person or topic where you have trouble staying in dialogue (perhaps your Crucial Conversation) - Candidly answer the questions while keeping your select situation in mind - Evaluate your score Identify your Style Unders Stress SCORING SHEET SILENCE VIOLENCE 1 T 7 T 2 T 8 T 3 T 9 T 4 T 10 T 5 T 11 T 6 T 12 T Identify your Style Unders Stress Any score in silence or violence comes with a cost. A high score means you use that technique fairy often. When you move to silence or violence, what are the negative consequences? START ON ME FIRST Problem When it matters the most and our emotions kick in, we often do our worse – and we feel like we are doing the right thing. Solution Learn how to create emotions that make you want to return to healthy dialogue. START ON ME FIRST Avoid moving to silence or violence by learning: -> How to get our heart right by understanding what it is we really want ->How to get our head right by mastering our stories and creating new emotions that help us return to dialogue The first thing that deteriorates during crucial conversation is not our behavior (that comes second) but our motive.