Coaching for Change ManagementA Critical Leverage for the Edge

At the End of This Session You Will…

• Understand the 3 Stages of Change

• When Coaching can have the biggest impact

• Who is the best person to take the role of the coach

• What is coaching

• How Coaching conversations can be an effective tool for Change transition

• How to create Action from Coaching

Stage 1: Endings

• Anger

• Sadness

• Fear

• Shock

• Anxiety

Stage 3: New Beginnings

• Enthusiasm

• Hope

• Energy

• Understanding

• Acceptance

• Commitment

Stage 2: The Edge

• Confusion

• Uncertainty

• Frustration

• Stress

• Exploration• Creativity

What Happens at the Edge?

• We are at the stage past REACTION – (Instinctive – ‘no choice’)

• We are at RESPONDING – (Thoughtful – ‘a proactive choice)

• It’s not about Ability – it’s about Awareness

• Awareness Creates Choice

Reasons for Resistance to Change

• Lack of awareness of reason for change or consequences of not changing

• Lack of visible support and commitment from managers

• Organization’s past performance with change

• Concern about job loss/change

• Old habits

• Personal history

• Lack of involvement

• Lack of reinforcement

• Overload/change situation

Why Coaching?

1) Coaching is a supportive, accountable relationship that focuses on change, learning and moving forward.

2) Effective coaching can alleviate many of the reasons for resistance and build support for the change throughout the organization.

3) Creates an environment which allows employees to ask questions, comment on specific worries and concerns -receive clarification

4) Opportunity to gather feedback about the change and the change management efforts.

5) **Creates desire, knowledge, ability and reinforcement

Who is the best to take the role of the Coach?• Closest to the impacted employees?

• Best position to identify and manage resistance?

• Has the opportunity to develop action plans?

• Can follow up on a timely basis?

Manager/Direct Supervisor

The 7 Coaching Disciplines

• Build a positive platform

• Agree on the outcomes

• Pass ownership to the employeeContract

• Be authentic

• What the coach believes is what the employee will perceive

• Have a beginner’s mind

This is not a tell and sell discussion

Listen without reservation

• The listener shapes the conversation

Ask great questions

• Probe without pushing

• Challenge without forcing

Convert to action

• Small, successful steps builds confidence

• If it’s not written down – it won’t happen

Problem Solving

The Coaching Conversation

Uncover the

Fear/Hope

What is your biggest fear,

biggest hope?

What is happening?

Focus: were it to change what would make the

biggest difference?

Turn the conversation into action

Feedback

Make tomorrow come alive

Agree on today’s reality.

The first issue raised is often not the real issue.

Establish goals, push for action and allocate resources

Focus on one thing at a time

Ongoing, timely,authentic

Most Critical Variables Current (Strength, Average, Weakness)

Key Areas Which Require Action:

Manager’s Response

Take Action Involve Manage Expectations

Team Member Actions

Action By When

Most Critical Variables Current (Strength, Average, Weakness)

Skill development and training Weakness – Kelly has not been to attend any formal training in the last 6 weeks

Goals and performance expectations are clear Average – although clear on the executive message and the alpha deliverable – Kelly is not sure specifically what is expected of her

Ideas and values are supported Average – sometimes Kelly feels her ideas are pushed to the side by some team members

Key Areas Which Require Action:• Skill development and training• Goals and performance expectations are clear

Manager’s Response

Take Action• alleviate some work load off

Kelly from Project ABC to allow time to attend training

• Co-design a scoreboard/dashboard with Kelly and Team to communicate goals and results in timely fashion

Involve• Project Training Team Lead - training

schedule• Contact PM or another member from Kelly’s

project team to see if some of her responsibilities can be shifted to another team member

Manage Expectations• Timelines for shift of

responsibilities will not move• Allocate extra time at monthly

meeting for December for Kelly to present ideas.

Team Member Actions

Action By When

Identify and connect with 2 people from the pilot that went through the transition. Meet for informal discussion.

January 15/16

Book and attend 3 training sessions in the Training Calendar February 1/16

Share ideas regarding process improvement for Project ABC Next project status meeting in January

Thank You

Resources/References

• Centre for Talent Retention

• Prosci (2013)

• Change Matters (Insights)

• Leading on the Edge of Change (col + lab coaches)