Blocking  and  Tackling  During  Change  

Or  Why  Change  Kills  Engagement  and  

What  You  Can  Do  About  It  

Edith  Onderick-­‐Harvey  

Key  Success  Factors  for  Rapid  Growth  Company  

•  Customers  •  Vision/Purpose  •  EffecMve  Leadership    •  Scalable  Infrastructure    •  Necessary  technology  •  Engaged  people  

How  We  Envision  Growth  and  Change  Pe

rformance  

Time  

Performance  without  change  

Performance  with  change  

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How  Does  Change  Really  Look?  Pe

rformance  

Time  

Uninformed  OpMmism/  Uncertainty  

Despair/  SkepMcism  

Commitment/  Informed  OpMmism  

Denial  

Anger  

Pessimism   TesMng  Acceptance  

How  to    decrease  the  engagement  killers?   How  to  accelerate  

change  integra4on?  

Informed  opMmism  

The  biggest  threat  to  rapid  growth  is  lack  of  highly  effecMve  execuMon.  

Highly  EffecMve  execuMon  doesn’t  happen  without  engaged  people.  

Common  Reasons  Change  Kills  Engagement  

•  Change  seems  to  be  for  the  sake  of  change  •  Change  never  meets  its  goal  •  “Give  it  a  month.    We’ll  be  on  to  something  else.”  

•  “I  don’t  know  what  I’m  doing.”  •  Scaling  up  with  too  much  structure  •  The  wild,  wild  west  

Real  Engagement  Creators  

Engagement  

Meaning  

Choice   Competence  

Progress  

Adapted  from  Kenneth  Thomas  and  Walter  Tymon,  Work  Engagement  Profile,  CPP,  Mountainview,  CA    

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Meaningfulness  

Thoughts  during  change:  •  Does  this  change  ma]er?  •  Do  I  really  care  about  this  

work?  •  Does  it  really  ma]er  what  I  do?  •  Is  my  work  serving  a  valuable  

purpose?    CreaMng  it  during  change:  •  Know  thy  people  •  Vision  that  speaks  to  purpose      

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Choice  

Thoughts  during  change:  •  Can  I  determine  how  to  do  my  work?  

Do  I  have  a  significant  say  in  what  I  am  doing  on  the  job?  

 Allowing  choice  during  change  •  Define  what,  involve  in  how  •  Allow  and  encourage  different  points  

of  view  –  especially  from  naysayers  •  Explain  why  

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 Competence  

Thoughts  during  change:  •  Do  I  feel  I  am  doing  a  good  

job?  Am  I  doing  things  well?  •  Do  I  have  the  skills  and  

capabiliMes  to  do  this?    Building  and  reinforcing  competence  during  change:  •  Expect  and  allow  for  failure  

BUT  provide  support  •  Focus  on  building  skills  and  

capabiliMes  

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Progress  

Thoughts  during  change  •  What’s  the  goal?  •  Am  I  accomplishing  anything?    Ensuring  progress  •  Goals,  milestones,  celebraMons  •  Feedback  and  feedforward  •  Listening  posts  •  What’s  my  career  path?  

 

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Want  to  talk  more  about  leading  change?    

Call  Edith  at  978.475.8424  Or  

Email  at  eoharvey@factorintalent.com    

See  more  of  my  thinking  on  leaders,  change  and  building  great  companies  at  

h]p://www.factorintalent.com/pragmaMcleaderblog/