“Up Your Maslow: Helping People Navigate Change”€¦ · Up Your Maslow: Helping People...

Up Your Maslow: Helping People Navigate Change

The Healthy Workplace, Ltd. [email protected] 614-325-3292 1

Nancy Pettigrew, Founder

“Up Your Maslow: Helping People Navigate Change”

A Team’s Journey

Change happens all of the time. It has been accurately said the only real constant in our lives is change. Yet, change can be extremely difficult because it alters our personal compass points. All of the things we have used as our reference points to feel safe, confident and competent in knowing what we are doing have shifted. Even minor shifts can disorient us. The great “What if ?” questions can bombard our thinking. “What if this new manager doesn’t like me?” “What if the new system I recommended for my organization doesn’t work?” “What if I can’t keep up with the new technology?” “What if the new person joining our team is better in our role than I am?” “What if I lose my job because of all of the changes in my organization?” …. And most importantly, what are your personal “What if ?” questions that shake your confidence, distract you from your best work, interrupt your relationships and keep you up at night? Every person’s, every team’s and every organization’s experience in navigating change is their own. Each has to find his/her own path from feeling at the bottom of Maslow’s Hierarchy of Needs wondering if they will survive the changes, to moving up the Maslow to a sense of belonging where teamwork emerges and through dedication, hard work and caring for one another can experience self-actualization where energies and talents come together to fulfill the greater purpose of their work in serving others. Navigating change is a journey from fear and doubt to confidence and trust. In essence, it is the human side of change that makes the ultimate difference in how well an organization with all of its systems, operations, programs and marketing can remain viable and vital into the future of health care. The spirit of the organization lives in the hearts of its people. Navigating change is not a one-size-fits-all formula. One of my goals for this session is that you walk away with helpful tips you can use immediately. However, my larger purpose is to help you understand the foundational elements of successfully navigating change that are not a quick fix, but can last a lifetime. To do this, we will share the journey of a real team I have supported over the last year -- their challenges, their resistance, their persistence and the resources they used to move up the Maslow to reclaim their purpose and to bring out their best in fulfilling their mission, vision and goals.



About These Resources…

The contents of these pages are samples of approaches and tools I have used in my 27 years of consulting and coaching. They were part of supporting this team’s journey through navigating change. However, they are not necessarily a part of what every team may experience as the needs and interests of each team will determine what might be most helpful. The use of these resources will be explained in our session, however as journeys and paths are not linear in nature, they may not occur in the order they appear here.

Framing The Journey

Basic Steps in Helping a Team Navigate Change and Reclaim Focus and Value in Fulfilling their Mission, Vision and Goals

Ø Identify what success looks like to the team and why it matters to each and all of them.

o Considering everyday operations, what will they notice about their behaviors and conversations when they are doing their best work together?

Ø Ground the work in meaningful purpose for making a positive difference in the lives of

those they touch every day.

Ø Understand where the team is now in order to create a plan of action.

Ø Focus on building relationships and appreciating the diverse talents and points of view members bring to the team.

Ø Nurture emotional intelligence in becoming comfortable with the uncomfortable as the

only way past the “stuck points”.

Ø Create opportunities for conversation that develop essential skills for having meaningful conversations everyday as the foundation for creating clarity, competence and confidence among each member of the team. Talking so people will listen and listening so people will talk.

Ø Acknowledge and celebrate progress all along the way.

Ø Have a clear plan of action for sustaining and growing the team’s capacity to serve while

“paying it forward” to those they serve, both colleagues and clients.



Samples of Approaches for Discovery and Inspiration

Ø Interviews with team member for me to get to know each person and better understand how each person sees his or her role contributing to the desired outcomes of the team.

Ø Retreats for opportunities to “go to the balcony” and see how we are influencing how the

story of each day of our work unfolds. Are we creating the legacy we want to leave?

Ø Exercises for inspiring us to be the best leader and team we can be. o Memorable Teacher

Ø Activities that help us understand how each person responds to change and how that

impacts communication, collaboration and achieving results. o Better Safe than Sorry ………………… Nothing Ventured, Nothing Gained

Sample Resources

Maslow Matters Model Of Trust, Morale And Effectiveness ………………………….. pg 4

Potential Behaviors at Levels of Maslow Hierarchy………………………………. pgs 5 to 6

Stewardship Role in Navigating Change……………………………………………….…pg 7

Ten Reasons People May Resist Change………………………………………………….pg 8

Commitment Building Strategies in Times of Change……….……………………….…pg 9

My Role in Navigating Change………………………………………………………..…pg 10

My Personal Purpose…………………………………………………………………..…pg 11

What is Emotional IQ?...................................................................................................... pg 12

Assessments and Tools for Discovery and Development……………………..…pgs 13 to 16

Five Behaviors of a Cohesive Team…………………………………………………..…pg 17

My Insights and Action Steps……………………………………………………………pg 18

Additional Resources…………………………………………………………………..…pg 19



WHERE ARE WE ON THE MASLOW

And Why Does It Matter?

What Can We Do To Move Up The Maslow?

Navigating change is not the goal. It is the path to achieving the goal.



Potential Employee Behaviors at

Each Level of the Maslow Hierarchy What you may notice ~

Self-Actualization Mission and Values Driven – Together We Are More

Willing to embrace conflict; sense of empowerment; altruistic; all about the greater good; self-confidence in exploring options with anyone in organization; true caring for team; more peaceful with who he/she is; finds joy in the work; focused on helping others succeed; living the Five Behaviors of a Cohesive Team.

Esteem Needs Sense of Contribution – Pride in Our Work

More contributing and willingness to go the extra mile; engaged in team meetings; offers suggestions for better care; willingness to help others (new and each other) , informal leaders are developing; knows craft; confident.

Social Needs Sense of Belonging – Teamwork Emerges

Happiness emerges; more laughter; more engagement with residents, clients and colleagues; willing to tell positive stories about team success; thank you’s are common; recognition of good work; communication becomes more multi-dimensional.

Safety Needs Looking for Security and Stability

“Testing” security – still protecting my backside; less truthful; tells managers what they think they want to hear; only do what have to do – compliance; minimum level of work to stay out of trouble and keep under the radar; come to some meetings to look involved; likely to throw others under the bus.

Physiological Needs

Personal Survival Mentality

Not working as team; tunnel vision; own agenda; negative demeanor; angry; minimal care; do only the basics; feel deserted by team when called off; tired; complaining; negative attitude towards the organization; pervasive “parking lot” conversations; constant complaints; absenteeism; not great service because I am under water; blaming others.



Potential Management/Leadership Behaviors at

Each Level of the Maslow Hierarchy What you may notice ~

Self-Actualization Mission and Values Driven – Together We Are More

Leader is supporter of self-led team whose members have the tools and resources to fulfill their roles; Can focus more time and energy into projects and growing the organization and overall cultural initiatives; Clearly understands the difference between leadership and management and is a servant leader in helping others succeed.

Esteem Needs Sense of Contribution – Pride in Our Work

Positively reinforces the role of the team and its members as valuable contributors to the overall purpose and mission of the organization. Takes time to recognize individuals and the whole team reinforcing the value of collaborative teamwork; Balances providing guidance while encouraging and empowering team to communicate, make decisions, innovate and solve challenges.

Social Needs

Sense of Belonging – Teamwork Emerges

Shows greater regard for staff as individuals; keeps whole team informed; provides clear expectations; serves as coach in developing skills and teamwork; holds self and others accountable as an act of caring about everyone’s success.

Provides opportunities for teambuilding and celebration.

Safety Needs Looking for Security and Stability

Managing processes and procedures to create stability; may micromanage to ensure tasks are completed; little attention to relationships or employee needs.

Physiological Needs Personal Survival Mentality

Only seeking compliance; lack of leadership; lack of direction; lack of caring; absorbed in own agenda; disengaged; not loyal to the organization.



STEWARDSHIP IN NAVIGATING CHANGE

What are some potential impacts of change on an organization and its people? How do you see the stewardship role of leadership in helping people navigate change successfully?

What positive difference do you hope to make in being proactive in considering and managing the aspects and implications of change?

Why does this matter to you? To your colleagues? To your organization? To all those people your organization serves?



TEN REASONS PEOPLE RESIST CHANGE 1. Loss of control or power 2. Too much uncertainty 3. Surprise 4. The difference effect: it will change familiar habits and routines 5. Loss of face, embarrassment 6. Concern about future competence 7. Ripple effects 8. More work, time and energy required 9. Past resentment and unresolved grievances 10. A real threat: there will be winners and losers

*Research Source: Rosabeth Moss Kanter, Professor, Harvard Business School



COMMITMENT BUILDING STRATEGIES in TIMES OF CHANGE

1. Involvement in the change process

2. Offer options, choices and some power

3. Share information, plans, visions

4. Break change into small steps

5. Share enthusiasm, demonstrate commitment

6. Early involvement, give them time to adjust

7. Minimize number of perceived differences

8. Don’t put down past strategies and practices

9. Show how new conditions make the change beneficial

10. Provide sufficient education and training

11. Give positive reinforcement

12. Build on people’s strengths

13. Provide opportunities to practice and make mistakes; to be a learner

14. Be sensitive. Introduce change with flexibility; not forcing abrupt change

15. Listen to complaints and repair past rifts where possible

16. Be up front with political realities

17. Avoid pretense and false promise

18. Provide rituals for letting go of the past

*Research Source: Rosabeth Moss Kanter, Professor, Harvard Business School



MY ROLE IN NAVIGATING CHANGE What results do you hope to achieve in helping people navigate change successfully? What does success look like? What will you be observing?

How are you responding to change? How does your response influence how you support others in navigating change successfully? Thinking about specific people you work with, how do you see them responding to change? If people are resisting change or demonstrating symptoms of concern about change, what do you think they may be feeling? (Refer to the list of 10 reasons and/or state your own perceptions). What are you observing that indicates discomfort on their part? Which strategies could help these people feel more comfortable in accepting change? Why do you think these strategies could be effective? What specifically will you say or do to implement these strategies?



MY PERSONAL PURPOSE at _____________ Why have I chosen _______________________ as the place I want to work? When I come to work each day, what difference do I want to make?

Why does this matter? To me? ~ To my colleagues? ~ To all those we serve?

“Our work is our signature upon the world. Let us write with love and care.”

P. Zaleski, Gifts of the Spirit



WHAT IS EMOTIONAL IQ?

“The spirit that moves us.”

According to Dan Goleman in his book, Emotional Intelligence – Why It Can Matter More Than IQ, the definition of “Emotional Intelligence is the response factor that determines how we use our intellectual capacities and talents. It encompasses the needs, drives, and values that guide all overt behavior.” People with a healthy emotional intelligence level have the ability to:

1. Know One’s Own Emotions. (Self-Awareness) means recognizing a feeling as it happens. An inability to notice true feelings leaves us at their mercy.

2. Manage Emotions. (Self-Management) Handling feelings so they are appropriate

is an ability that builds on self-awareness. It is the capacity to soothe oneself, shake off rampant anxiety, gloom or irritability. Those who excel in it can bounce back far more quickly from life’s setbacks and upsets.

3. Motivate Oneself. (Self-Management) Marshaling emotions in the service of a

goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control – delaying gratification and stifling impulsiveness underlies accomplishment of every sort.

4. Recognize Emotions in Others. (Social Awareness) People who are

empathetic are more attuned to subtle social signals that indicate what others need or want. It is the fundamental people skill and is built upon self-awareness first.

5. Handle Relationships. (Social Skills – Relationship Management) The

talents of empathy and connecting with others facilitate encounters where a person must recognize and respond to another person’s feelings and concerns appropriately.

“You don’t need authority to have great influence.”



Assessments and Tools for Discovery and Development

We use the Everything DiSC Management Profile to help a leader understand his/her own preferences in delegating, directing, providing a motivational environment and developing employees. It then provides insights and tips for customizing their leadership preferences to work effectively with the diverse styles, talents and experiences of their employees.




The Comparison Report is a resource tool two people use to understand the six factors that may have the most impact on how they work together. It illustrates how they compare on such factors as Daring and Careful with tips for optimizing their collaboration and communication.




We used the Everything DiSC Group Culture Report to understand how the team’s distribution of style priorities would influence organizational culture, meaning “how we do things here.” In sharing what each style appreciates and reinforces as well as those behaviors which annoy and stress them, the team focused on creating a culture that welcomes people of all styles.




The Five Behaviors of a Cohesive Team Report is created combining the individual responses of team members into a combined report that illustrates how they rate their team’s behaviors in the elements of Trust, Conflict, Commitment, Accountability and Results. It includes extensive opportunities to understand the team’s current beliefs and attitudes with action steps for growing their ability to work as a cohesive, empowered team.



My Insights and Action Steps for Helping Myself and Others Navigate Change



ADDITIONAL RESOURCES Boyatzis, Richard, and McKee, Annie, Resonant Leadership, Harvard Business School Press, Boston, MA, 2005 Conley, Chip, PEAK – How Great Companies Get Their Mojo from Maslow, Jossey-Bass, San Francisco, 2007 Goleman, Daniel, Emotional Intelligence, Bantam Books, New York, 1995 Jeffers, Susan, Feel the Fear and Do It Anyway, New York, Fawcett Columbine, 1987 Kabat-Zinn, Jon, Full Catastrophe Living, Bantum Books, NY, 1990 Kanter, Rosabeth Moss, The Change Masters, Simon and Shuster, NY, 1983c Lencioni, Patrick, The Five Dysfunctions of a Team, Jossey-Bass, San Francisco, 2002 Lencioni, Patrick, The Advantage, Jossey-Bass, San Francisco, 2012 Lencioni, Patrick, The Ideal Team Player, Jossey-Bass, New Jersey, 2016 Lynn, Adele, The Emotional Intelligence Activity Book for Busy Managers, American Management Association, 2007 Lynn, Adele, The EQ Interview – Finding Employees with High Emotional Intelligence, American Management Association and SHRM, 2008 Maslow, Abraham, Maslow on Management, John Wiley and Sons, NY, 1998 McNally, David, Even Eagles Need a Push, Transform Press, Eden Prairie, MN, 1994 Mersino, Anthony, Emotional Intelligence for Project Managers, Second Edition, American Management Association, NY, 2013 Rath, Tom and Harter, Jim, Well Being – The Five Essential Elements, Gallup Press, NY, 2010 Straw, Julie, Scullard, Mark, The Work of Leaders – How Vision, Alignment and Execution Will Change the Way You Lead, Wiley Publishing, San Francisco, 2013 Weisinger, Hendrie, Emotional Intelligence at Work – The Untapped Edge for Success, Jossey-Bass Publishers, 1997

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