Converting change fatigue into workplace success

Converting change fatigue into workplace success Dr. William Howatt 2018

Greetings from Dr. Bill 25+ years of experience Author: Certified Management Essentials (CME), 10-course program Pathway to Coping Skills, 9-week interactive program Chief Research & Development Officer, Workforce Productivity Regular contributor to The Globe and Mail s 9 to 5 and Leadership Lab Business Career Columns Total Health Index Author: The Coping Crisis 2

How are your teams coping with change today? 3

Wall Street Journal, 7 June 1967 Change has considerable psychological impact on the human mind. To the fearful, it s threatening because it means that things may get worse. To the hopeful, it s encouraging because things may get better. To the confident, it s inspiring because the challenge exists to make things better. Obviously, then, one s character and frame of mind determine how readily he brings about change, and how he reacts to change that is imposed on him. King Whitney Jr., President, Personnel Laboratory Inc. 4

Resiliency charge - - + - 5

Energy drains Personal stress - - + - Resiliency charge

Energy drains Personal stress Situational stress - - + - Resiliency charge Low coping / resiliency charge 7

Resiliency charge - - + - 8

Total health energy drains Physical health issues chronic pain, mental health challenges, obesity, chronic disease Mental health issues negative thinking, traumatic event, addictions, poor coping skills Work bullying, respectful workplace, manager-employee relationship, culture, work demands, job security Life challenges divorce, parenting, care taking, debt, family, community. 9

- - + - Resiliency charge Energy boosters Personal habits 10

Resiliency charge - - + - Energy boosters Personal habits Environmental support Regained coping / resiliency charge 11

Exploring the link between total health & mental health 13

Exploring the link between total health & mental health Biometrics factors Lifestyle choices Medical history Physical activity Nutrition Sleep 14

Exploring the link between total health & mental health Perceived stress Safety Work experience Attendance 15

Exploring the link between total health & mental health General mental health Anxiety Depression Burnout Coping skills 16

Exploring the link between total health & mental health Work-life blending Financial health Relationships 17

Total health score Total health predicts resiliency Higher total health levels = higher resiliency reserves 100 90 80 70 60 50 40 30 20 10 0 18

Evidence of the role coping skills play in resiliency, health, engagement & productivity Coping sub-pillars Level THI EEI Productivity Avg chronic issues Avg days missed Avg DE Avg days unwell Active/Optimal 75 73 74 0.4 2.9 90% 17.7 Problem/Strained 66 64 60 0.8 3.8 86% 45.5 At Risk 56 54 46 1.9 5.1 83% 95.9 THI Total Health Index EEI Employee Engagement Index DE- Discretionary Effort 19

Change can affect employees mental health ACTIVITY For your average team member, consider the relevance of each of the following 3 change terms: Change confusion Change resistance Change fatigue on a continuum from: not at all relevant (1) to very relevant (3) 20

POLL EVERYWHERE QUESTION Change confusion A decree has been made that something will be changed, but it s unclear what the specific changes are, who will be doing what, and how the change will impact employees. This can result in feelings of stress, fear and lack of clarity. For your average team member is this: A. Not at all relevant (score 1) B. Somewhat relevant (score 2) C. Very relevant (score 3) 21

POLL EVERYWHERE QUESTION Change resistance Change has been a constant over the past couple of years. There have been lots of change announcements, but a lack of followthrough means many feel there s lots of talk but no action. This results in feelings of sarcasm, apathy and ambivalence. For your average team member is this: A. Not at all relevant (score 1) B. Somewhat relevant (score 2) C. Very relevant (score 3) 22

POLL EVERYWHERE QUESTION Change fatigue Before one change is completed, yet another is announced adding to demands for time and resources. Team members feel overwhelmed and trapped in a marathon, with no clearlydefined time when change will slow down. This rapid change cycle increases risk for burnout and mental health issues. For your average team member is this: A. Not at all relevant (score 1) B. Somewhat relevant (score 2) C. Very relevant (score 3) 23

POLL EVERYWHERE - RESULTS What was your total score? 3-4 minimal 5-7 moderate 8-9 severe 24

How resiliency and coping impact how employees move through change Shock E: Empty, Shock, Fear, Denial T: This is not happening B: Motionless Fight/Flight E = Emotions T = Thoughts B = Behaviors 25

How resiliency and coping impact how employees move through change Shock E: Empty, Shock, Fear, Denial T: This is not happening B: Motionless Fight/Flight Loss of Control E: Anger, Depression, Anxiety, Resistance T: Why me? B: Restless, Fatigue E = Emotions T = Thoughts B = Behaviors 26

How resiliency and coping impact how employees move through change PERSISTENCE PATIENCE DETERMINATION KINDNESS SUPPORT COMPASSION COACHING To overcome the wall, the ladder needs to include: PLUS : TIME EDUCATION COOPERATION COMMITMENT 28

How resiliency and coping impact how employees move through change Self-Evaluation E: Acceptance Accommodation T: I will be OK, with some work B: Back to the basics of good living Planning & Preparation E: Excitement and hope T: I am getting ready B: Purposeful for growth E = Emotions T = Thoughts B = Behaviors 30

Change is constant Manage it proactively Change occurs every day Minor Medium Major For some change causes stress, disengagement and conflict For others it s exciting and even a breath of fresh air. 32

Five change profiles Every employee deals with change differently As we review the five change profiles, consider what percent of your team members you would put in each category 33

Avoiders This group of people doesn t like any kind of change. hide, fight, and resist get hit hard when change occurs challenging want all the facts don t like defending their beliefs Coaching Tips: promote emotional intelligence develop core skills for selfcare assist with EAP. avoid mind reading ask safe and open-ended questions to obtain important information 34

Old School These people operate in a reactive style. won t change until others do knee-jerk reactions to catch up appear very resistant appear angry when presented with an ultimatum can shut down or over-react quickly when not in control appear locked in their thinking Coaching Tips: ensure they have resources to talk to need time to process info explain consequences of resistance coach them asap as to what their role will be be honest and consistent to build trust in system 35

Out of Tuners This group of people are onlookers. They work to get a paycheck. don t notice signs of change never ready to deal with change good with routine, set protocols aren t oriented or motivated to focus on what s happening or what needs to be done often miss opportunities for career advancement Coaching Tips: be patient with them. explain the new routine help them stay focused and in tune keep current info in front of them ask lots of questions to determine if they re processing the change 36

Visionaries This group studies where change will happen, & how to be ready sees change as an opportunity find change exciting promote and push for change may forget about current situation, too many steps down the road can be intimidating to others Coaching Tips: help them understand others may not see things as clearly coach not judge others. encourage patience and to let people find their own solutions focus on the present 37

Benders These are the flexible ones, able to change to fit the workplace. happy-go-lucky, happy to be of service to others may not always like the change, but oriented to get along with others and systems rather than to fight them appear very calm and composed Coaching Tips: coach them to express their opinion & views encourage questioning so they make changes based on facts, not emotions help them establish their core values and beliefs promote the need to be congruent & honest with themselves 38

Factors that influence how much employees trust their leader ACTIVITY For each statement, rate yourself on a scale of 1 (low) to 5 (high) as to how positively you are influencing your employees' confidence and trust. A. I am an effective listener. B. Regardless of the situation, I stay optimistic C. I have trusted relationships with all my team members D. I often tell my team members I am grateful for their work E. I act in a way that I expect from all my team members F. I work well and collaboratively with all team members

Role modeling change is positive why is this important? Keeping an optimistic attitude Listening to what people have to say Most people fear change but it affects each one differently Being patient all changes take time for adjustment Making time for people 40

TOP TAKE-AWAYS for facilitating change and resiliency COMMUNICATE Describe why the change is needed Describe the specific changes that are required. Ask for reactions; listen, but don t judge. Clear up any misunderstandings or questions and acknowledge any objections. Reinforce the need to meet the goals that prompted change. 41

TOP TAKE-AWAYS for facilitating change and resiliency WORK TOGETHER Ask for ideas on how to meet the goals. LISTEN others may have some great ideas. Keep the conversation focused on problem solving. If someone complains, reiterate that you are committed to the change and ask the group how the complaint might be handled. Agree on what ideas to implement. 42

TOP TAKE-AWAYS for facilitating change and resiliency LEAD BY EXAMPLE Leaders must promote the change, even if they don t agree with the change. Be open to coaching and development. A leader s self-care is important as well. Be mindful what you do each day for your resiliency. 43