More Turbulent Change

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Hi everyone and welcome to today’s webinar, More Turbulent Change. Hosted by HRDQ-U and presented by Peter Garber. My name is Sarah and I will moderate today’s webinar. The webinar will last around one hour. If you have any questions or comments, please type them into the questions box on your GoToWebinar control panel, and we will answer as many questions as we can during our time together today.
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Today’s webinar is sponsored by HRDQ. For 45 years, HRDQ has provided researched-based, off the shelf, soft skills training resources for classroom, virtual, and online training. From assessments and workshops to experiential hands-on games, HRDQ helps organizations improve performance, increase job satisfaction and more. You can learn more at HRDQstore.com.
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And now I’d like to welcome our presenter today, Peter Garber. Peter is a retired human resources professional, with over 35 years of experience working for a Fortune 200 corporation. During his career, he held a variety of HR roles, including assignments at manufacturing facilities across the country, and later spent 20 years at the company’s corporate headquarters.
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He is the author of over 50 books and learning activities on HR and business related topics. He has been frequently invited to present seminars and workshops, including international conferences and colleges, based on his works.
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Peter was also an adjunct instructor at the University of Pittsburgh Business School. Thank you so much for joining us today, Peter.
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Well, thank you very much, Sarah, and it’s a pleasure to be with everyone today.
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As Sarah said, the program is, I titled More Turbulent Change, based on a book that I wrote on that title. And I’ll talk a little bit more about the book at the end of my presentation.
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So, let’s get, let’s begin. And I’d like to begin by asking everyone a question. The question is, Do you like change?
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And we’re going to have a number of poll questions, which we’re gonna ask for for your feedback. And this is the, this will be the first.
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And the questions that that we’d like you to consider are, how do you feel what you do? These are the possible responses. I really don’t like change. If given the choice, I’d rather things stay the same.
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I’m usually OK with change, depending on how it affects me.
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Yeah. Or I look forward to change. The keys were more interesting.
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So please take a moment and make your, make your selection of responses that you think best reflects how you feel about change, and so will give us the results.
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All right, so we have this poll open now. You can take some time here to vote. We’ve already have a nice number of you that have submitted.
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It will give you about 15 more seconds here, and then, I will get the results up on the screen.
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I’m very interested to see how the, how everybody responded.
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OK, great, let’s get these results up. So we have 4% saying I really don’t like change. 9% saying, if given the choice, I would rather things stay the same.
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69% saying I am usually OK with change depending on how it affects me, and 19% saying I look forward to change. It keeps work more interesting.
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Well, that’s, that’s really interesting, and I’m glad to hear that only only 4% said they really don’t like change.
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That’s, that’s really good news, and I think that’s a great start to what we’re going to talk about today, and that the majority of people are really OK with change, depending on our shoes. So that’s So those are, those are very good responses, very interesting.
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But let’s begin by talking about you.
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Change itself. Constant change.
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Change is a constant and powerful force and change will continue to come if you like it or not. It doesn’t need, our permission is a very patient for.
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So when you think about, you know, changes in nature, which depicted on this screen, and in this case change can take its time. It works 24, 7, you know, as far as doing its job of making change occur. So, it is a very, very powerful force that’s always around us, however.
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Change might also sneak up on your Legacy phenomena.
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You could come into work the next morning, and everything has changed. Everything is different.
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You could have a new boss, you could find yourself working for a different company, or at least a different company name. You could even be in a different job role, just virtually overnight.
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Everything you thought was permanent is no change. So, you know, change has lots of dimensions to it. It can be. It can be constant.
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And it can take a lot of time, or it can happen Very, very suddenly, as organizational change often does.
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It’s interesting that many people nodded, I’m probably not who’s not any of you based on the results of that first poll that we took. But a lot of people sometimes go wrong.
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And no wonder change get such a bad reputation sometimes, through some so many people always complaining about it. And that happens often when, when changes first announced, when people are reacting to it. And we’re going to talk a lot about reaction change throughout this presentation. But one thing to always keep in mind as you experience a change in particular organizational change, is that change is not the enemy. Even though you may, it may feel like it is not the end.
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This is actually a brief exercise, very brief exercise I’d like you to do with.
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As you can see in this picture, this person is holding her arms.
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I’d like to ask all of you to fold your arms, fold your arms in the way that you is most comfortable to you.
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So just take a moment and then fold your arms, and everybody, hopefully feels pretty comfortable in that position. You’ve probably been in this position many times in your life.
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Now, I’m going to ask you to reverse your arms to reverse. What? What’s, what’s most comfortable to you?
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If you typically put your right arm over, you’re left with the left or right, the reverse.
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And the question that we’d like to ask now is, how does this make you feel?
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The first response that I would ask that they ask you to consider was, it was harder to do than I thought it would do.
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Second would be, definitely took me out of my comfort zone.
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The third will be a bit uncomfortable, but quickly got used to the change, and the force would be No, good.
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No big deal.
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So, let’s ask Sarah to, once again, compile those these responses.
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Will get a minute to be completed, and I’m curious to see how you reacted to this little exercise that we used.
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And we have the result streaming in here.
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We’ll give you just 15 more seconds here to vote. I see the majority of you have voted, so if you have not done so yet, you can do so before we share these results.
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For myself, I thought it was harder to do than I thought it would be.
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So, let’s get the results up on the screen. So we have 20% saying it was harder to do than I thought it would be. 17% said, definitely took me out of my comfort zone, 44% said it was a bit uncomfortable, but quickly got used to the change, and 19% said it was no big deal.
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OK, so that’s pretty spread out pretty well, and it’s interesting that 20% thought it was harder to do it, It doesn’t take much as we just demonstrated to, to take us out of our comfort zones and, and to present us in something unknown, different to us.
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And sometimes they can make you uncomfortable, but is 44% of you said that you quickly got used to the change and hopefully, that’s how you react organizational change unwelcome change. The next law change always comes before everyone is ready. Let me repeat that. Change, always, almost always, arms, before everyone is ready, you might think you’re ready. You may think you’re prepared when that change really comes. There’s things that you said, hmm, hmm, hmm, I really wasn’t ready for some of that.
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Because change forces us out of our comfort zones, just as that little exercises that we just did, and then change sometimes, particularly major changes, such everything back to zero.
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Everything that you knew you thought you knew, or your experiences have taught you, how you navigated your way through your job and in the organization, sometimes change can set that all back to zero. You almost have to start to …, and that can be very difficult.
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Let’s talk about what I call change naysayers.
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And of course, naysayers are those people.
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Negative, about the change that that is occurring. And change always has its share of critics.
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And critics are often, particularly early on in the change process, are expounding prophecies of salary, they’re doom and gloom, they express their rationale for maintaining the present state. This is why this shouldn’t be changed, this is why they’re dealing there. They’re changing things that they shouldn’t be doing. This should shouldn’t touch this.
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New center is part of our, are institutionalized in our organization and to defeat their narrative negative narrative. Many change efforts look like they were going to sell, or even turn out to be disasters in the middle of the process. And why is that?
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It’s because not everything is in place, yet.
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All, the, all the, the, the activities that the organization may be. Doing. The efforts, and support and resources, that the organization is, it’s going to provide, as part of this change process. They’re not all in place yet. So, sometimes change initiatives, or you’re gonna fail would be disastrous, middle of the process, but they turn out to be just fine.
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Naysayers, typically are not helpful or productive to the process.
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However, they’re always looking for allies.
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They want people to join their team, and don’t join them. Terrorism state to join them and we’ll talk more about why that’s interesting.
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Change is inevitable.
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one, change not. You need to get off the couch and answer the door invited to endure the module. Just accept and welcome it. And resisting it is going to be difficult.
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Because change is essential.
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We must change to survive.
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And change is not bad, despite what many say about it.
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The ability to adapt to change is the most important skill. Organizations, and their employees can work.
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We repeat that, because it’s very important.
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The ability to adapt to change is the most important skill organizations and their employees can learn, because change is constant, it’s always going to happen. And anticipating change, we’re going to talk a lot about this a little bit later on in the presentation, is important. Anticipating changes is as important as adapting.
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And how you accept change is more important, then how much system.
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Then, I’ll talk more about this as well, but I think that, my experience has been, that some people just feel compelled to tell everybody how much they don’t like the changes come in and what, how terrible.
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But imagine, if nothing ever changed. It might be like the 1993 classic movies started.
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They’ll start Bill Murray and indeed Macau Grant, one of my favorite movie Splits the Confusing movie because if you, if you remember Bill, Bill Murray, the character of the Bill Murray played was reliving the same date, is February second Groundhog Day, over and over again, and he desperately wanted things to change.
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Desperately wanted to this day, the change due to the next day because he got so tired of reliving it so, changes. Now, imagine if nothing ever change.
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Hearing the news, imagine that an organizational change that’s been announced. What should you do?
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Well, should you do with this gentleman’s doing this in this picture, looks like, looks like to me, that his screen, and it made me feel like screaming, and maybe you need to screen. But if you’re going to do that, do it. Do it and cry.
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Don’t do it in front. in front of everybody else. Go in a closet or go outside or go to your car and scream.
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Calm down.
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Because it’s important during times of organizational change, to not burn your bridges. Don’t do things. It could become self destructive to your career. And we’ll talk a little bit more about what that might look like. There’s no such crying over spilt milk.
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Changes already been announced, it’s dry. Dry matter. That is going to be done. So there’s no Sense, Kriya.
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You really need to get your emotions in check and watch what you say. Don’t be. Don’t begin a silent protest. It’s not the 19 sixties were protesting was so so much in Vogue.
14:28
Don’t don’t starve silent protest, and By not going along with the change, and don’t say anything they regret later on, what, what might that be? What? what might be an example of somebody saying something, Ronald, some people might say, Well, Jesus, you’re gonna make these changes. I’m gonna work for this company.
14:49
Well, that statement might just be followed by, OK, where would you like us to send your chat?
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So you really don’t want to say things you really don’t mean.
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if you don’t, So don’t say I’m if you don’t meet them because somebody might take you seriously, and, for goodness sakes, don’t send angry letters.
15:09
What do you think happens to an angry letter that might be hastily, dashed off and sent to hire high official when in the organization?
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Where do you think that the angry love letter is going to reside permanently?
15:28
Well, it might just end up in your personnel file, and personnel file might be something that the hiring manager looks at and considering candidates for future. You’re opening up an important opening in the organization, and it may be going through the potential candidates, personnel files, and he’s looking at your file. And it comes across the angry letter.
15:55
You objecting to a change, an important change. The years ago. Even if it was years ago, you might say, was this really somebody that wants to be a future leader in the organization Feels about changes in the organization.
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So Thompson, angry letters, and maintain your self-esteem. You’re the same person, the same value. Self, same, self self worth, as you had before the change.
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You certainly has it, The, after the, after the change here, Ed virtually affects you, and very important, is to maintain your working relationships, because you’re going to need those relationships as you go through the change process.
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This is interesting to think about. Something that most people do not consider is who’s involved in change, and there’s really three groups that are primarily involved. The first group and you can see at the top here in this slide, are the change. Initiators and change initiators are typically those in leadership positions in the organization.
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They’re the ones that identify the need for the change and start point.
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Envision the that they have, they probably don’t implement the change.
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They just initiated, Think it up.
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But they usually hand it off, to the next level, or the organization, to a group, would call, we’ll call the change implementers. And these are the this is the group that’s charged with the responsibility of actually implementing the changes. And then finally, the changes are presented and announced to change. The change targets. Those are going to be directly impacted are most directly change.
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So let’s look at this in a little bit more detail, talking about, excuse me, talking about the timing of learning, about change. And you see at the bottom of this slide is a time.
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If you look to where the change initiators are on that timeline there at the beginning of this time, they’re beginning this this process of change, right?
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So they’re the ones who are identifying the need and planning what the changes to be.
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So, they next will hand it off to the change implementers, and you see their rule further down this timeline.
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And they come into the process a little bit later. And then finally, you know, they do what they’re charged to do, change, and announce it to the change targets. You can see the change targets, or even further down this time.
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Now, if you look at the words that are in blue above the timeline, you see the word should shock anger, rejection, surface.
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And those are emotions on the end.
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These are emotions that people go through something like these, these.
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these emotions are something very similar to it As, as they’re going through the process and the change initiators go through this too.
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They may be shocked when they realize that they have to do this change is going to have this major impact on people in the organization. They’re shy about it. And then they feel they feel a sense of anger when we have to do Shanghai who feel that this has to happen. You know, we’re just mad that we’re in a situation where you have to do this, and they may even go through some rejection themselves or some other other alternatives that we have to doing this. And then, they realize that there really isn’t, and they finally come to accept. So, and this takes time to go through these motions, does.
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And, so, they go through those emotions, and probably by the time that they get to acceptance there. Now, handing it off to the change implementers who, in turn, go through the shock and anger, rejection, acceptance emotions, which takes you time. And then, by the time they get to acceptance, they’re announcing it to the change targets, and are going to that shock any rejection, acceptance. And what happens because of the timing difference? This time lag is sometimes change initiator for implementers may hear themselves saying, What’s wrong with those people who need to this? Change is inevitable. They need to get with the program, you know, as people are going through their shop in Angular rejection, change targets. And they’re not accepting, or at least understanding that the change targets have to go through what they’ve already.
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So, it’s important to think about the timing of people worrying about change, and in what they’re going through.
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Understanding change, you learn as much as you can.
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That’s that, that’s occurring. Listen to the buzz that’s going around the organization. Sometimes the buzz is pretty accurate. Sometimes it’s not, But you wanna listen to it to just be plugged into what people are saying.
20:47
You know, it’s interesting to pay close attention toward, has said, early on, in the change process. And why is that? Because early on in the process, those people may be the change.
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Implementers or the change initiators. Really haven’t had a lot of practice and explaining what this changes of art. And you might hear what I call the unvarnished truth about what this change is really all about. And later on in the process as they develop, and hone their their communications, they may go smoother a little more political if you will. And when they talk about they may not give you the the unvarnished truth as much as they might listen, listen carefully.
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Pay attention to the rationale for the change.
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And it’s inevitably about probably these terrific people, process, or cost might be a combination of those three factors, But there’s usually a driver.
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So it’s really about people who are organizational change, leadership king, is it about a process that now is not working for us, for whatever reason, or is it a caution. So it’s important to kind of understand what is, what is the rationale.
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Change helps you understand, know, how good is your change radar screen well, have this kind of radar screen?
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And that gives us, you know, indications are warnings that the change might be going.
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And I remember all movies they would see from maybe World War II, or something where somebody is looking at change a radar screen. And they see a blip on the screen which means that, you know, something’s coming. So I would ask you, you know, the issue What are some blips that you might see on your internal radar screen?
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Blip would be of leadership change. I wouldn’t be really work because it’s pretty much in base, because you’d hear about it. Now it’s a leadership change, maybe a forewarning of a new strategic plan for business.
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Are a political world event may be a change, and cause a change in the economy that could affect you. Or your job.
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Or introduction of new technology, in the forewarning is the old methods might now become obsolete pretty quickly.
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And so here’s a formula for change.
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In this formula, you see a change event and call it a seat.
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I’m going to talk in the next slide about what are some change events, but some change event has occurred. Some change event that is, is, is having a huge impact on, on the steps. So, something, somebody’s something new, it’s coming.
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And that’s modified dissatisfaction with the existing present state, which isn’t really equipped to deal with that change event. And, of course, result in some kind of ordinances change Now, that all begins with that change event, So what are some examples of change?
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It could be an economic downturn.
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It could be a change in leadership, in your organization, might be a change of leadership, in our, in your, in your country, or your community. It could be a lot of different things in your state.
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Certainly a change in leadership and Presidency of the United States, is it can be an example of that.
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A new product hits hits the market, either from your organization or another world.
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That would be a changing.
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That wasn’t an acquisition or the loss of a customer or a new customer could be new technology and that’s happening all the time today. Those are very frequent change events happening faster and faster. It might be a World events such as what we all just recently went through the pandemic and just think of that that change event of the pandemic and the impact it’s had on your working moms that probably continues today.
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So, 12 early warning signals of change.
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The first one is that problems are not addressed, Know, and you may never be unused for your organization to snap, and it’s probably unusual one. And you’re scratching your head saying, oh, that’s a, that’s a problem that is out there. And it’s, and it’s just not not being addressed through a strange, and you may ask about it. And you really don’t get very clear answers in the key decisions or post. You’re waiting for certain decisions to be made by the leadership in the organization, and they’re just not making the point.
25:24
And physicians are left unfilled. And maybe, you know, much more time than you would expect that an opening will go unfilled and on the notch. And all of these decisions just don’t seem to make sense to you and they don’t make sense for you, because you don’t know if you knew the whole picture of what, of what the leadership of the organization was dealing with as they’re planning on addressing what needs to be done.
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And it makes sense to you, but you don’t, you don’t have so that might be, a, All these things might be clues that are changing the horizon. The rumor mill gets no matter how an organization might try to keep things quiet.
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Not allow information to get out. It does seem to get out, at least some of it and the rumor mill will get X, you start hearing.
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And attach them to that.
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Outsiders tell you something’s going up.
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Who could that be? Well, it might be other organizations that your company or organization deals with suppliers, customers, and so on.
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And the leadership might feel compelled to share with them that there’s something big coming up or to change coming up just to, you know, help them be prepared and maintain your business relationships with these outsiders. But not tell people internally and swear the outsiders to secrecy but that may not always happen.
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So sometimes outsiders might tell you, something’s going on that you, not hearing, Indra.
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You might see changes, occurring key, people’s behavior, that’s acting differently, They’re not, you know, they’re just not following the usual routine, where you would expect them to be different at different times throughout the day.
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Throughout the business cycle, more closed door meetings.
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Everything’s since the top secret, you go by offices that, you know, usually the doors open, the doors closed.
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You might be able to see if there’s a window that there’s people hunted huddled together in these two appears to the secret meetings. Sometimes hints are offered by those people that are initiating change, just to kind of test the water. They’ve been talking about this plan maybe for quite awhile, and they just want to kind of put their toe and Potter wounded to see how people might give you this these little hints. You might see unusual visits or beating. People are together that aren’t normally together. You might see two people that, you know, you don’t usually wouldn’t expect to be together, seem to be joined at the hip, and you might even say, most people don’t really like each other And now live together all the time. What the heck’s going on?
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Then, people might be asking unusual questions, maybe doing a little bit of research, trying to get data to help them in their plan.
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And if you ask them questions about what’s going on their answers or evasive one, usually don’t respond to you.
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So, here are some early warning signals that change might be on your horizon.
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Change can lead to a career crossroads.
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And you have to make decisions on, you know, what, what direction go.
28:43
And most people are not. Most people, all of us, react in different ways to, to change. And distress, the change might, might create some of these classic responses or fight or flight suit. You see depicted here?
29:01
And they might, And they also might be you might deal with change in the stress of change, either in a logical manner. That’s the way you process information or emotion.
29:12
And on the left, you see this, gentlemen, you know, with a pie chart, you know, going through the data, and analyzing the data, right. I don’t know if that’s Donald Duck, or who, but he’s about to smashes.
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Is computer with a sledge hammer, and there is a picture there.
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I feel like that all the time.
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So let’s look at the fight, flight, an emotion logic matrix.
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Got all this on a matrix, and then let’s look at the upper left-hand quadrant, and that would be the logic in flight response. And the response might sound something like, I have too many years with this company in Italy.
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I work for the same company for 35 years. In the upper, right-hand corner, logic versus flight, as a result of these changes. There’s no career growth. Companies that might be a flight out of here. At the bottom left, the fight, emotion, I’m not gonna let them do this to me.
30:10
I’ll show them what just while I can do, then the flight and emotion on the bottom right. If they don’t appreciate all my hard work and ability, I’ll find another one, another company, that will, I’m out of here.
30:22
So here is a next poll question.
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Choose the statement from the matrix, which best describes how you typically react to change. And I won’t read this, because I just did the early edition of the Option E. Which serves as the Statements of Blood, which, they may not. So, Sarah, if you go ahead with this poll question, and I’m very interested to hear how our response.
30:49
Great. So take just a few seconds here to read off the answers, a through beef, through your to yourself, and just make a mental note of which letter and you will be selecting and then we’ll launch the poll. That will only show the option letters A through E rather than the description. So, I’ll give you just a couple of seconds here to finish reading those off and all remain quiet, so you can focus.
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OK?
31:23
OK, let’s get this on …, OK, so take some time here, submit your answer, whether you select A through E, and I see the results streaming in fast, and we will get the results up on the screen momentarily. Once them, everybody’s had the chance to vote.
31:45
OK, about five more seconds here for anybody remaining.
31:52
OK, great, now let’s get those results up on the screen.
31:56
So, we have, let’s see, 25% saying, A 10% say, B, 9% saying, see, 10% saying D, And a Big a 45% saying, OK, That’s, Uh, that’s fine, because not everybody fits into those descriptions that, but most people did. And I see I have a lot of people that join me in a way that I have too many years with this company, the League. And that’s one of the.
32:34
longevity and recovery is a very good, but very, very interesting.
32:41
Yeah.
32:42
And then, Citrusy, 10%, if they don’t appreciate all my hard work. And do it well. It’s interesting, OK. Very good.
32:51
Appreciate you sharing, how you feel about that, Then it spread out pretty well, So that’s very interesting, OK, how do people react to change?
33:02
And what this is saying is that no matter what the change is, there’s going to be approximately 20% of people that are against change. And there’s going to be 20% to support change in the middle, man. In the middle, are those that are leaning in one direction. or the other. You see a chart like this on the news all the time, when they’re talking about the upcoming presidential election, and you know, how many people you know, support each political party. And are going to support that.
33:31
No matter what, And, really, what the presidential campaign that we’re going to be hearing so much about in the next two years or so, is really about those people.
33:41
And so, and when we talk about people’s reaction to change, and support for change, or not, is really about trying to capture those people that are in the middle, Hopefully, to get as many of that 6% in the middle to support change. And that should be the objective of any organization in introducing a change initiative. But understanding what they’re up against from beginning, And this helps us understand.
34:07
Let’s talk about worry.
34:10
Where does worry about change? Get you physically and worry? You know, can affect, I think everybody everybody knows, and it affects everybody differently. Some people might get them, and you’re right in their gut.
34:23
Might be more of a migraine type thing, right?
34:26
Between the temple’s are forehead or some people say My hands, get affected things like that. So where it can affect us physically and have that kind of an impact. And what I’m suggesting is that you keep alive, your change, worry.
34:42
And if you kept such a thing, this is how it works. You would identify your main worries at the start of the week, or whatever period you want to begin.
34:50
There is some some defined period of what your worries were at the beginning of that period.
34:57
Then you might record how these worries affected you, physically or emotionally, or it might have an impact on your relationships with co-workers, or with with them.
35:04
And the third third column is did these, were these words become a reality, yes or no, is it, you’re worrying about, do they actually, and then decide what percentage of worries came true.
35:18
So that leads us to our next poll question, is, if you kept this log, based on your past experiences, worrying about change, what percent of your worries do you think would become a reality?
35:30
9%, 22%, 57%, 78%, or almost all nearly all become C. This is based on a study of 2019 study at Penn State.
35:44
So, Sarah, on which you take it from here, ask everyone to make a selection and share the results.
35:55
Great, we have the poll open. And, again, we’ll give you about NaN here to finish submitting your answer.
36:05
Before we get the results up on the screen here.
36:09
Sure.
36:14
And just a couple more seconds here, if you have yet to vote, you can do so now.
36:20
And great.
36:22
So we have 9% say, or 33% saying 9%, 43% saying 22%, 18% saying 57%.
36:34
4% saying 78%, and 2%, saying nearly all it become reality.
36:41
Very interesting. I asked Sarah this question as we were prepping for this presentation, the other day, sir, do you remember the correct answer?
36:52
9%.
36:54
That’s right. nine, only 9% most, and there’s a lot of studies that are similar to this one done at Penn State, but most are around 10%. We think about that.
37:04
Only 10% of what we worry about so much actually becomes the reality.
37:09
That should give us at least a little bit of comfort, knowing that most of what we worry about, it does not come true. Isn’t that interesting?
37:18
No.
37:19
OK, This is what I call the hierarchy of change. And it’s from the bottom of the hierarchy to the top, that are issued, move up the hierarchy. Of course, at the very bottom of the hierarchy are people, and how they react to change, and deal with change. so that they just are surviving, they’re just hanging out there, is just hanging in there, just trying to get through the most recent wave of change.
37:48
The next level on the hierarchy would be, actually do anything to adapt to change, not just survive, but adapting just adapt just dealing with what they needed to be able to, to function in the organization on some level.
38:03
The next level in the hierarchy moving up, is understanding, really seeking to understand what the change is about, what the meaning of the changes with the purpose, and the goals of the change. And that helps you better understand the change in, and really do accept it, which is the next level, is accepting, accepting, it, They’re not resisting it, they’re accepting it. And then at the top of the hierarchy is, is actually welcoming you know, being an early adapter. And being on the support side. From the very beginning of change. And then that really should be the goal of everyone is to welcome, change, not to just survive, but to walk.
38:47
So that leads us to our next poll and we’d like to ask you in this case, where would you put yourself on this hierarchy of change? So another poll is open now.
39:02
For you to submit your answer, how do you feel, what Syrupy take it from here?
39:12
Give us a timeline or cotton Gibbs timing on this.
39:17
Votes are streaming in fast here. We already have over 50% of you voted, so I’ll give you another NaN to submit. We have a fast group for this time, Peter. This is great, quick voters.
39:30
Yeah, yeah, That’s wonderful.
39:35
OK, great, let’s get those results now up on the screen.
39:42
We have 16% saying welcoming, 32%, saying accepting 18% said understanding, 24% said adapting. And 9% said surviving.
39:57
I congratulate the survivors for their further honesty.
40:02
Yeah, thank you for being so honest about that.
40:07
Hopefully, what we’ve talked about today will help move you up this this hierarchy but it’s uh, it’s very heartening to see that 32% and 16% are at the top, so it was that 48%. Almost 50% of those of you participating are at the upper tiers of those of you that are the lower tiers. Hopefully, you can set goals and learn ways to move up this hierarchy.
40:40
Very good. Thank you.
40:43
Yeah, and you know, maybe you need to change your attitude about change, you know, if you do, if you do have a problem change, appear, by the last exercise that some of you do, and the first thing to do is admit that you have abrupt. People might say, I don’t like change. I personally don’t like change either.
41:01
A lot of people will change, but you, and You can seek help and seeking help from your co-workers. seek help, from, from your. From your supervisor, your boss, your friends, your family members to help you to change your attitude. About changing some of the things that we’ve talked about today may help you as well. But the first thing to do is to quit complaining about changes. That’s what you do. Because then it’s just filling your head of a lot of negativity.
41:33
You need to give change chance. You’re going to give it a chance to come to us for coalition. And a lot of times, as I said earlier, change, you know, often, doesn’t look like it’s going to work in the middle of the process is not until later on when all the resources and support are fully employed. That the change really is going to be successful, look like, it’s gonna be successful.
42:00
And finally, what you need to do is support change.
42:03
When you think about, you’re going to talk about this too, but, you know, you need to be perceived as a supporter of change, not a, not an enemy of change.
42:17
There’s different sides of change. And I call this the change box. And this is a three-dimensional.
42:25
And, in this, in this view, we can see this, These different sites at the Box A and B, and C, and D but there’s a science to this box and our unseen. We can’t see from this to this view. And often, when, when we were first introduced to change in the organization where we’re seeing some, we haven’t seen it all, it just has unfolded.
42:49
It is just isn’t apparent to us yet. We need to get with it as a chance, because there can be unexpected consequences of change that we never would have imagined.
42:58
You never know what to expect when it comes to change, Know, there could be things inside that, but you’re inside that change box, that are going to be beneficial to you.
43:07
Things that, that you didn’t even know you wanted, but, but, but, but you’re glad that you have, so you need to give change a chance, because there can be unexpected, unexpected, consequences change.
43:21
Working the Politics of Change: we need to think politically.
43:26
And because of the organizational apologists does, does exist and certainly exist during periods of change.
43:36
And you need to think, politically, you know, who is really driving this change. And sometimes, you need to know who you’re really working for. You may say, well, I know I’m working for my boss, I’m on the reportage or, but maybe there’s other people in the organization.
43:50
There also have influence over your, your career. And what you do need to be aware of that, as well? You need to understand the problems of the past, and why they needed to be changed, and why decisions were made. And, you need to find new ways to solve problems, particularly using the change that has been introduced as much as possible. Because that’s what the leaders really want in your organization.
44:18
They want to see people utilizing the change, using the change to solve problems in the future, not trying to go back to the old ways to go to the new and pay attention to the reactions of others. You know, if and when you think about what reaction others may have if you’re a naysayer, you’re thinking about using it the attention to the reaction of others. And may not be a very positive reactions. And remember, this important shift, People that had support, you, support for you, supported you in the past, they want in the future, if that’s the way you’re going to behave.
44:51
And don’t forget, the people have long memoirs about how people reacted.
44:56
Don’t discount. Empower them and showing now. And the images important than politics, isn’t it. You know, we hear so much about that. And it’s important in Oregon in organizations as well. And you want to be seen as a positive person and a positive person that supports the organization or changes. It’s going up. So, know, what goes around, comes around things that, you know, that might be a later date, the consequences of being negative about early on, about the change you may or may happen.
45:25
And, finally, the same rules apply to today’s digital water Works. And I worked for almost 40 years during my career. And I am all in many different locations and companies. And I never once we’re actually here. Maybe some of you do, but, you know, you always hear people talking about what are people talking about around waterproof.
45:48
But, but it’s a metaphor, of course, for people talking in informal ways to each other about what’s going on in the organization and in our digital world, particularly with people. Now working remote really as a result which was perhaps an unexpected result of the pandemic weekend, we talked about your expected consequences. The watercooler isn’t of digital. And so maybe even more important to be careful and in these discussions, because those are the problem.
46:27
A record, electronic record of what’s been discussed.
46:31
Hurricane change, is there a hurricane of change in your eyes, and what name would you give it, and when do you think it would hit and we’re going to talk a little bit more.
46:40
Yeah, forecasting word about mentors and tormentors, now, of course, we hopefully all of you have had great mentors in your careers. I know that I did, they had a tremendous influence and positive impact on me throughout my career and it was just like that picture depicts, you know, just kinda rushing into their their support for their support. And then also, there’s such a thing as torment shine this little green guy and it’s been about to be dropped into the boiling Cauldrons. Witch’s Brew or whatever it is, I can relate to port that hotel, because I felt like that many times.
47:24
And just a note that we all probably have mentors, and even tormenters in our careers. But sometimes, they may not be who they appear to be.
47:34
And I’m not just coming on the great value that mentors can have to you, but, you know, sometimes mentors may not always be on your side, or that support might shift.
47:47
And sometimes, people that you think are poor mentors are really on your side, more than more than you might think. So, just just a note to note, to self that, just keep that in mind. That does sometimes mentors and tormentors may not always be with a appear to be, but not to discount the value of mentors.
48:07
It’s a great thing to hear.
48:10
OK, let’s just talk before we conclude the program about steps to Take, If you manage change, because I assume that the sum of the room, maybe many of you do have responsibility to change. So, here’s some some things to keep in. Mind. You want to identify the control, will change variables. There’s going to be a lot of variables in the change process, that you can’t do anything about their drugs. But there are also many you need to identify those controls as much as you can.
48:40
you want to estimate the impact on the organization changes happening and you want to have it. And you want to focus on the people side of change first. That’s very important, and I’ll repeat it. Focus on the people side of change first.
48:55
If you do that, and if you do it well, everything else in the process will probably go much better.
49:02
And so, you want to conduct a cost analysis, including first and foremost, You need to set goals for implementing the change and develop a plan to deal with the change with benchmarks, and milestones, and dates, and things like that for achieve keeping these, these milestones and benchmarks.
49:21
And you want to measure the effect of a change plan The best you can, and the measures may be pretty soft measures, but they may be just the number of negative comments that you hear the number of complaints, the number of positive comments that you’re receiving as you go forward.
49:41
In the change process, communications are essentially important during periods.
49:46
And you need to create and implement a communications plan. You need to share as much information about changes as soon as possible.
49:55
That’s critically important to everyone becoming more comfortable with the changes coming in.
50:00
Establish, regular communication updates, in meetings for all Employees.
50:05
You really can’t overcommunicate in this situation, isn’t this environment.
50:13
Honoring the past.
50:14
Remember, that change begins with end.
50:18
And you need to honor and recognize that, which is change, You know, maybe it might be a change in personnel. It might be people that are leaving the organization as part of the change process, Or are creating the change process. And you need to take a moment and recognize that, maybe may not be people maybe a process, that that’s gonna go away as a result of a change.
50:43
And people may have put their whole careers, and they’re working lot. And supporting that process. You need to recognize how, you know, what that process did for the organization. Or it might be a building, and maybe some kind of something, that’s physical in the organization That’s gonna go away. So, you need to recognize the contributions that will make it. So, people need to feel a sense of closure, to move forward with change.
51:11
Be prepared for change. It’s important to get in front of change before it happens, but be able to see it coming before it arrives. And then I understand that’s easier said than done, but. but understanding what needs to change is important And the most successful, six of the most successful organizations learn to manage change, to see it coming before it arrives, rather than than allowing the change to manage that. they need to manage the change rather than change, man.
51:39
And seeing change coming, you don’t have to be clairvoyant to see change coming. It’s usually very obvious when something’s on the horizon, and could be that change event, and it could be a game changer.
51:49
And proactively responding to this change events can give you a competitive advantage. And sometimes those judgements are very obvious to everybody in a world that this is going to change the next, you know, whatever number of years, and the question is, what is the organizations that are impacted by that doing now?
52:08
If you don’t do that, otherwise you would just be reacting to change, like everyone else, you won’t have a competitor.
52:18
OK, so forecasting change, OK that’s it interesting depiction that we have here.
52:25
Let’s this is and my slides are available to you and Sarah can help you identify where to get those in a PDF format. But you’ll see these change capsules in in the in the slide.
52:41
I call on exchange capsules because they’re like, you know, a time capsule that’s being built and kept one is asked, what major world change event do you think will occur during the next year?
52:53
That will fundamentally change the way your organization does fist today, and I would suggest that you great, or what you think would be that change on this change capsule or on a piece of paper, put it in an envelope and data 12 months from now and openness. Similarly, change capsule, to which change that you see coming for your organization during the next 12 months, they can impact how you perform your job.
53:20
Put that change capsule away. What major change event do you think will occur in your professional life?
53:26
Lunch that change capsule away in open 12 months later and then what major change that you think will occur in your personal life during the next 12 months away? so you might have some fun with it and see how well you predicted changes, that occur to you and your personal and professional.
53:46
So, recycled lessons and change. Life usually consists of a series of lessons We keep learning over and over again.
53:52
In this also applies to changed.
53:54
You sometimes find that you’re kind of re learning the same lessons over and over again I have in mind, and so that leads us to our last poll question: is: Do you think this previous statement is true?
54:08
You know, I believe every situation is unique and source solutions to change. Maybe some change situations. But not all, or. Yeah. If we think about it, we have likely been faced similar past situations and we can learn a great deal from and when handling the current changes we’re faced with the day.
54:25
So let’s give you a few moments, and Sarah will compile these, these results and we’ll see.
54:33
Yeah, the poll is live and we will give you some time to answer your vote. Submit your vote and yes, the handouts are available on your handout strapped down under the control panel.
54:48
You can go download the PDF version of the slide that includes those slides that Peter was just speaking about.
54:59
OK, great, let’s get the results up on the screen. So we have 11% saying no, 67% saying maybe and 27% saying yes.
55:14
OK, that’s fair. I think, generally, for agreeing that we do learn the same lessons over and over again in one way or another, and, you know, listen to yourself, So, listen to your experience, and that can be very valuable in helping you deal with future change.
55:34
OK, so, the last slide, I have some scary possible future changes OMB review these briefly, and these are things that I say possibilities. Handwriting will become a lost art, see only a museum’s like ancient hieroglyphics keyboarding will be taught nursery school early.
55:53
Parents will brag about when their child has his or her first keyboard letter and post pictures on Facebook of this milestone.
56:01
Computers will become more like personal assistance. People will be judged less by the personal strengths, and more by the capability of their computer, promotions will include more powerful computers to help them form more complex jobs not possible without this technological advantage.
56:17
The government will regulate the internet imposing personal taxes and the most frequent users except for those in the highest income brackets, who of course will find Internet tax loops. And finally, cars will have automated response or ART systems, which will be smarter than drivers and not allow you to make wrong turns, are getting hatches in the future. You’ll be, have to try to figure out the system to go play golf instead of going to work in the morning.
56:43
But like it will receive this message from ours.
56:47
I’m sorry Mr. Smith, but I can’t allow you to drive to the golf courses and I’m taking you directly to their office, I’ve already sent an e-mail to your bosses form that you are not really shifted as you indicated in your message to earlier this morning. You are to report to her office, is she?
57:05
Well, I would say that Mr. Smith is in a big, pretty big, problem.
57:10
See you all agree.
57:12
OK, so, we have a few minutes left, so do we have time for some questions? I did want to mention in my book, More Turbulent Change.
57:22
If you would like to get a copy of that, you can find it. It’s published by the Association of Talent Development, www.td.org.
57:34
So few minutes for questions. I think we have left.
57:38
Great. Yeah. We have a couple of minutes here where we can answer any questions that you have.
57:43
If you do have any questions, type them into the questions box. We have about three minutes here, and we had a question come through when you were talking about signs and seeing change in your organization. And Michelle would like to know, shouldn’t the organization be upfront about communicating about the change that is going to be happening within your organization?
58:05
Yes, as much as possible understanding that some change might be confidential, a variety of different reasons, but I think some more candid, the communications are, the better people can handle the truth, they can’t handle, the absence of communications would much rather hear the truth.
58:24
Have no protected from them, or if you’re protected from that.
58:28
So, yes, I think that, again, this is very important, whenever possible.
58:34
And we should have time here for one more question today. And that question is, Do you really believe that the story you told about the automated response tracking system for cars could become a reality in the future?
58:48
That’s a good, that’s a, that’s a good question. You know, I wrote that little story a number of years ago, And I don’t think I believe that it was possible so much, and I wrote it.
58:58
But in today’s environment, with decca, with all the recent discussion on the news about AI, or artificial intelligence, and self-driving cars and all that, it’s getting closer to reality than, than I even thought when I first came up with that.
59:17
That’s scary, possible.
59:21
You were like predicting the future. And with that here, that does bring us up to the top of the hour. Thank you so much for your time today, Peter.
59:31
Thank you, thank you. Everyone who participated in and your participation in the polls That, it was all very, very interesting added to the program. Thank you.
59:43
Yes, thank you all for participating in this week’s webinar. Make sure that you join me next week for the Practice of Leadership Empathy Within the Workplace, and also, check out our new podcast, HRDQ-U In Review. You can catch me over there as well. We’re available on all major streaming platforms, where we get to talk a little bit more with our presenters and, and hear some more about the great, you know information that they have to share on the topics that they’re experts in. So, make sure to check that out. And I will catch you all next week. Thank you all for all today, for participating in our webinar, and have a great day, everyone.
1:00:20
Goodbye. Thank you