NIGA CHANGE MANAGEMENT TRAINING DAY 1 AGENDA
Date: Wednesday, December 11, 2019 Time: 9:00am – 4:00pm Facilitator: Marcus Diaz
Day 1 Day 1 will introduce the various elements of organizational change and will lay the foundation for the change management training program. It will also introduce key change management elements: Understanding the Impact of Change, Leading Change and Align Your Leadership Teams.
Day 1 Topics
Introductions
The Impact of Change in Organizations
Assess the Current State of Change
Leading Change
Align Your Leadership Teams
NIGA CHANGE MANAGEMENT TRAINING DAY 2 AGENDA
Date: Thursday, December 12, 2019 Time: 9:00am – 4:00pm Facilitator: Marcus Diaz
Day 2 Day 2 will build on the foundation set in Day 1 and will introduce additional change management strategies. These strategies will introduce the concept of creating a change initiative for your organization. In addition, we will explore how these initiatives align with your organization’s strategic priorities. It will also introduce the concept of gaining buy-in and commitment with organizational change initiatives. Finally, day two will culminate with one of the most important aspects to change initiatives: how to lead change and guide the path of organizational change.
Day 2 Topics
Recap Day 1
The Impact of Change on our Teams
Gain Team Buy-In and Commitment With Change
Design a Future Path
Guide the Future Path
NIGA CHANGE MANAGEMENT TRAINING DAY 3 AGENDA
Date: Friday, December 13, 2019 Time: 9:00am – 12:00pm Facilitator: Marcus Diaz
Day 3 Day 3 will begin with a program recap of the previous change management lessons. It will also introduce the critical concept of developing emotional intelligence to align with change initiatives. Day 3 will also introduce the concept of measuring and evaluating change to ensure the overall success and impact of your change initiatives. Finally, the program will conclude with a complete review and summary of the program key elements in addition to individual action planning.
Day 3 Topics
Recap Day 2
Leading Change with Emotional Intelligence
Measure and Evaluate Change Initiatives
Action Planning: Tying It All Together
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Change Management Training
Change Management Training
Facilitated by: Marcus Diaz
Introductions
National Indian Gaming Association
National Indian Gaming Association
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Table introductions instructions
Name
Title
Property
What is your ROLE?
What is one interesting fact about you?
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Change Management Training
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12/9/2019
What you can expect from this training?
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Training Experience
Principles of Adult Learning
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Change Management Workshop Objectives
Assess your change management skills Determine organizational readiness Clarify the fundamentals of change Lead change initiatives in your organizational or team Manage change from an operational and employee perspective Build change capacity in your organization and team Lead your organization with change initiatives
1-3 key takeaways from each section
…self-reflection
Change Management: Day 1
Change Management: Day 2
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• The Impact of Change in our Organizations • Assess the Current State of Change • Leading Change
• The Impact of Change
• Gain Team Commitment and Buy-In
• Accountability • Communication • Align Your Leadership Teams
• Create a Future Path
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Change Management: Day 3
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What would YOU like to gain from this training?
• Leading Change with Emotional Intelligence
• Measure and Evaluate Change Initiatives
• Action Planning: Tying It All Together
Essential Change Management Roles
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Major Organizational
Executive
Director
Change
Individual
Team/Unit
Manager
Supervisor
Systems/Process
Individual Contributor
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What is management’s role when it comes to change?
“What guides you with regard to change?”
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Rate Your Skills
• Complete the assessment
• Respond to the questions
The Impact of Change
• Pair with someone for feedback
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Case Study
What types of change do we see in our industry?
23 The McKinsey study examined many project variables and in particular, the effect of an Organizational Change Management (OCM) program on a project’s ROI. The study showed the ROI was:
24 The 11 most unsuccessful companies in the McKinsey study had poor change management, which showed up as the following:
• 143 percent when an excellent OCM program was part of the initiative;
• Lack of commitment and follow through by senior executives;
• 35 percent when there was a poor OCM program or no program.
• Defective project management skills among middle managers;
What do those these results mean? A 143 percent ROI means that for every dollar spent on the project the company is gaining 43 cents . On the other hand, a 35 percent ROI means that for every dollar spent they are losing 65 cents .
• Lack of training of and confusion among frontline employees.
ChangeManagementThat Pays,” McKinseyQuarterly ,2002
ChangeManagementThat Pays,” McKinseyQuarterly ,2002
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Is Change a Sinking Ship? . . . or a sunken treasure?
The 11 most successful companies in the study had excellent OCM programs:
• Senior and middle managers and frontline employees were all involved;
Partner with someone you have not worked with Discuss failed change initiatives you have witnessed What were reasons for the failure? What could have been done differently?
• Everyone’s responsibilities were clear;
• Reasons for the project were understood and accepted throughout the organization.
ChangeManagementThat Pays,” McKinseyQuarterly ,2002
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Change Can Be a Sunken Treasure
Time to Change How We Change!
• Fundamentals are important— but not everything • Inform employees— but listen more • Build organizational change capacity— but create change-ready employees too
Expand change capability:
• Create change-ready employees • Create change-savvy managers
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What impacts does change have on your organization?
Impacts of Change
1-3 key takeaways from this section
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MD1
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15 Minute Break
Leading Change (Introduction)
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How Skills Must Change
10 tips for leading change
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1. Define and understand your own reaction to change in order to compare it to the reactions of others. 2. Involve those people who will be affected by change in both the planning and implementation process. 3. Communicate the vision so others can understand and buy in to the change. 4. Share all possible information about change with the widest audience possible. When you think you have spread the word, start over. 5. Explain the impact of change on individuals more than on the organization. 6. Be honest about both the benefits and the challenges of change. 7. Ask for and listen to lots of advice in change situations. 8. Encourage people to talk about their feelings and what they believe they will lose as a result of the change. 9. Celebrate milestones and small wins in the process. 10. Be empathetic as situations change and how people are affected.
Change Management Models
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www.data-group.com
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www.employee-motivation-skills.com
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“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.”
—Peter Drucker
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Organizational Readiness
Leaders ensure change is effective:
Leading Change
• Is your organization change-ready? • What should you assess? • How can you do this?
1-3 key takeaways from this section
MD1
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60 Minute Lunch Break
Leading Change (Accountability)
Big Picture - Questions
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How important is accountability in the workplace? Poor accountability can lead to:
Questionable Ethics Lack of Trust Missed Deadlines Poor Performance
Chronic Efficiencies Poor Customer Satisfaction Poor Safety
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50 Organization - Questions • Does your organization set the tone for positive accountability? • Are leaders in your organization accountable to the employees? • Do employees trust your top management? • Are employees given credit for their successes more than they are held accountable for their errors? employees
49 Big Picture – Questions…Accountability and Engagement Accountability in the workplace? • Gallup Study – 47,000 employees in 120 countries around the world
11% of workers worldwide are engaged ( emotionally connected to their workplace and feel they have the resources and support they need to succeed ) 62% are not engaged ( emotionally detached and likely tobe doing littlemore than is necessary to keep their jobs ) 27% are actively disengaged ( they view their work-places negatively and are liable to spread that negativity toother s)
management
Individual - Questions
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• Do you think you are accountable? • Do you think others perceive you as being accountable?
Spotting Lack of Accountability
54 4 Keys to Changing the Culture 1. Mirror mirror. Talk honestly. Face the truth. Enable people to see thata changehas to be made. (360 reviews are a great tool to see where you are at) 2. Create trust through transparency. Find ways to build a culture of trust so that peoplewill entertaintheplan for change. For example,share financialdata,good and bad, withinand across groups. 3. Invert the organizational pyramid. Makesupport functionsand executivesaccountableto the frontlineworkers, rather than the otherway around. 4. Recast Executive Management’s role. Transfer the ownershipof change from theoffice of the Executivestoemployees. Allow the employeesto ask as manyquestionsas CEO/EM answers.
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• In all workplaces, there is a vast library of creative excuses. o I don’thaveenoughtime. o If onlywe hadadequatestaff (resources,etc.). o That’snotmy job. o The staff can’t be trusted/ are incompetent. o I don’tknowhow,anywaythebossdidn’tsay that.
Instead of focusing on why it can’t be done or wasn’t done, turn your attention to “what else can we do?” .
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55 3 Guiding Principles to Accountability Leadership
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Accountability Best Practices
Long before leaders can develop plans for getting others to take on more responsibility and ownership for their work, they must set the foundation of accountability using these 3 guiding principles: 1. Clear and concise communications. A clear message helps people know what’s expected and how to make the right decisions. 2. Compelling consequences. Focus on consequences that produce positive outcomes, not consequences focused on punishing for doing something wrong. 3. Culture of accountability. Leaders set the tone for cultural norms. Mastering conversations that encourage accountability is how leaders exert a powerful influence on positive cultural change.
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Leading Change: Accountability
Leading Change (Communication)
1-3 key takeaways from this section
Leadership Communication
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• As a leader, everything you say and do takes on a greater meaning. • Your responsibility lies in using the power of your words and your actions to influence behaviors that bring about the right business results. • How you handle mistakes, blame, feedback and credit goes a long way to setting the stage for accountability. • Nothing is more important than consistently delivering your core message to employees.
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Building Trust
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62 Every conversation you have either builds trust or chips it away.
• You build trust when you communicate your genuine interest in people and their needs. • While there are many factors that contribute to our perceptions of trustworthiness, here 3 key traits that you should focus on: 1. Character . Studiesconsistentlycitehonestyas the#1 attributeof effectivemanagers– consistentlydoing what theysay they’lldo.
2. Competence . Your managerialcompetencyshould not be measured by your technicalskills, but by your ability to understandand influence people. 3. Caring . The most neglectedtrait is theability to show you care. Employeeswant to feel theymatterand theirbosses actuallycare about them as people. Only when these three traits are in place can employees reciprocate with trust.
Guiding Principles – Ask Yourself Clear Messages:
Everybody’s Different
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Am I communicatingclearly, remindingmyselfandothersofourmission,valuesand strategy? Do I relate thebigpicture to realworld situations,peopleandbusiness realities? Am I connectingthedots to smalldaily tasksandgoals? Am I generouswith recognitionandpraise? Consequences: Do Ihavecompellingconsequences inplace thatencouragepeople touse their strengthsandcreativity? Do Idiscouragebehaviorsthatdistractwhileencouraging funand friendships?
• Everybody is motivated – just not by the same things. • Understand what is motivating your teams, so you can show them how things you want them to do are in their own best interest. • To do this, you need to have conversations and explore their needs.
Do Iencourageproblemsolving innewways? Do I letpeople comeupwith theirown ideas? Do I recognizeachievementspersonally?
Conversations:
Do Igive feedback inamanner that canbe received? Do I focusonbehaviorswithoutbeing judgmental? Do Iallowpeople the chancetoexpress themselveswithout interruptingthemwithmy solutions? Do Iact like I’mopen tohearingaboutmistakesandotheropinions? Domy conversationsbuild trust?
Compelling Consequences – Ask Yourself
Wrap-Up Adopttraitsof a good leaderto promoteemployeeempowerment. Toempoweryouremployees,youhave tobea rolemodel. Delegate tasksclearlyand concisely. Makesure therearenograyareaswhenassigningspecificduties to specific employees.Thatway,employeeswill knowexactlywhat isexpectedand therewillbe no room forpassing thebuck. Giveup someofyourpower in favorofemployeeautonomy. Thismakes theirwork feelmoreexcitingand rewarding,since they’ll feel like theyhavemoreofa say in thework theydo. Be friendlywithoutbeinga friend. Thoughyou shouldavoidbeing that“coolboss”who is too friendlywithallofhis employees, itdoesn’thurt to smileat youremployees,makesmall talk toshowyoucareabout themonan individualbasis. Be respectful. Tomotivateemployees,youhave torespect themashumanbeingsandemployees.
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Do my peopleknowwhat’satstake for theorganization? Do my peopleknowwhy their jobsmatter? Do I knowsomethingaboutwhyeach person’s jobmattersto them? Do I offer cleargoals thatencouragepeopleto use theirstrengthsandcreativity? Do I discouragebehaviorsthatdistractthem from theirgoals? Do I encouragefun and friendships? Do I encourageproblemsolving in newways? Do I let peoplecomeup with theirown ideas? Am I acceptingmistakes,anddo I work on turningthem into learningopportunities? Do I recognizeachievementpersonallyand immediately? Am I providingclear negativeconsequencesfor badbehavior? Do I follow upwithpeopleregularly,offering attentionfor smallwins andprogress?
Be positive. Tobeagood leader,motivateyouremployeeswithapositiveattitudeandenvironment.
Acknowledgeemployeeachievements. Make itapoint to frequentlycitesuccessesand toverballycongratulate employeesona jobwelldone. Openyourdoorto employees. An importantpartofempoweringemployees is lettingthemknow theiropinionsare valuable.
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Givemorecomplimentsthan criticism. Thoughcriticism ishelpful ifgivencorrectly,youshould focusonallof the good things thatyouremployeesaredoing insteadofnitpickingthemandmaking them feel like “nonews isgoodnews.”
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Criticize constructively. Youcan’tsucceed inyour job ifyounevercriticizeyouremployees,butwhenyouexplain somethingthey’vedone incorrectly,makesureyoudo so ina respectfulmanner.
Understandwhatmotivateseach employee. Toempoweremployees,knowwhatmakes them tick.Theywon’t allbemotivatedby thesame thing,so if youwant them to succeed,youhave toknow theirstrengthsandweaknessesto make themostof theirabilities.
Positive or Negative? • Cancel • Plan
• Terminate • Alter • Modify • Indefinite • Reschedule • Substitute • Replace
Make employeesfeel like theyarepartof thecompany. Toempoweremployees,youhave tomake them feel likewhat theydo for thecompany reallydoesmatterand impacts its success.
• Uncertain • Start over • Different • Reorganize • Urgency
Showemployeesthere’sroom forgrowth in the company. Toempoweremployees,makesure theyhavea clearpath tosuccessand that they feel recognizedas theygetbetterandbetterat their jobs.
Be willingto do whatyouask them to do. Then stand“shoulder to shoulder”with themassistingthemwith the task;thishelps tobuildyour respectasa leader.
Make theworkplacea welcomingenvironment. Anotherway toempoweryouremployees is tomakeyour workplacea funand friendlyplace towork.
Wrap-Up cont.
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Leading Change: Communication
1-3 key takeaways from this section
MD1
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15 Minute Break
Aligning Your Leadership Teams
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Teams with high accountability are not enough. They must also be aligned to the goals of the entire organization.
Leadership Alignment
Aligned teams
Know there’s a plan Understand the plan Agree with the plan Buy into the plan Energize the plan
Common Symptoms of Poor Alignment
Looking for Alignment - Key Questions
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• High turnover • Inability to articulate strategy
• Lack of accountability • Information hoarding • Poor teamwork
• Little upward information flow • Fragmentation and duplication • Inappropriate or misguided initiative • Excessive focus on short-term results • Team goals trump corporate strategy • Institutional apologists • ‘Vest and Rest’ syndrome
1. What is our strategy? 2. What do you do? 3. How does what you do support the strategy?
If a majority of employees feel aligned, the company is aligned
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Alignment Best Practices
Looking for Alignment The key questions
• Is the strategy clear and well-communicated? • Is leadership aligned to deliver unambiguous direction? • Do the processes work efficiently, or are there built-in conflicts? • Do I have a clear understanding of customer needs? • How does alignment impact attrition, retention, profitability and sustainability?
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Change Management: Day 1 Review
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• The Impact of Change in our Organizations • Assess the Current State of Change • Leading Change
Aligning Your Leadership Teams
1-3 key takeaways from this section
• Accountability • Communication • Align Your Leadership Teams
Change Management: Day 2 Preview
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• The Impact of Change
• Gain Team Commitment and Buy-In
• Create a Future Path
My Jackpot Insight of the Day
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Change Management: Day 1 Review
• The Impact of Change in our Organizations • Assess the Current State of Change • Leading Change
Change Management
Day 2
• Accountability • Communication • Align Your Leadership Teams
National Indian Gaming Association
Change Management: Day 2 Preview
• The Impact of Change • Gain Team Commitment and Buy-In • Future Path
Change Management
The Impact of Change
National Indian Gaming Association
230-year-old Encyclopedia Britannica viewed itself as competing with other publishers of printed encyclopedias. Big mistake! Its real competitors were software encyclopedias and the Internet.
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Discussion Question
In 2000,Reed Hastings, the founder of anew company called Netflix, flew to Dallas to propose a partnership to Blockbuster CEO JohnAntioco and his team. The idea was that Netflix would runBlockbuster’s brand online andAntioco’s firm would promote Netflix in its stores. Hastings got laughed out of the room.
Identify possible change strategies for each of the following business (what have they done to stay competitive?): • Walmart • McDonald’s • Starbucks • Google
Blockbuster went bankrupt in2010and Netflix isnow a$28billion dollar company, about ten times what Blockbuster was worth.
Today, Hastings iswidely hailed as agenius andAntioco is considered a fool.
Threat of Substitution
• Buyer propensity to substitute
• Relative price performance of substitutes
• Buyer switching costs
• Perceived level of product differentiation
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Social shopping
Vs
Social “experience” and social “media”
Change….Gaming
Change….Gaming
Operation: Active Learning
…..Your mission, should you choose to accept it, is to identify specific items New York, New York has implemented to address ‘change’…….you have 45 minutes
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Change Management
Impact of change in your organization
Change
Impact
1. How has your organization overcomemajor changes?
Negative Impact of Organizational Change on Employees • Organizational change can happen for several reasons: • Change in law/regulations • Economy • Political • Financial concerns • Merger or acquisition • Market increase • Improve competitive advantage • Expanding markets • Accommodating growth • Shift in business
Announcing changes to your employees
• Put yourself in their shoes to help you to understand how they might react so that you can mitigate risks to your company and unnecessary stress on them.
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Potential ‘change’ impact on employees
Potential ‘change’ impact on employees
Impact on Mental Stress • A 2017 study by the American Psychological Association concluded that 55 percent of people who said they experienced organizational change at work reported feeling chronic stress, compared with 22 percent by people who didn't have organizational upheaval. • 35 percent said they felt physical symptoms from their stress at work, compared with only 8 percent having such symptoms when they weren't experiencing organizational changes at work. • There may be many causes for increased stress levels, including perceived injustices or unfairness, lack of timely communication by management or fear of future changes.
Loss of Loyalty and Increased Turnover • Many companies look to salaries and benefits as the first places to cut back when looking to make changes that involve cost-saving. When this happens, it is inevitable that some employees will leave the company to seek employment elsewhere. • The employees that remain, whether they stay voluntarily or because they could not find employment elsewhere, may become resentful. Motivation decreases, taking job performance along with it. Employees lose their company loyalty and may even become angry enough to purposefully sabotage the company.
Potential ‘change’ impact on employees
Potential ‘change’ impact on employees
Increased Time Away From Work • When organizational changes are announced, particularly when there is downsizing involved, employees generally divide into one of two groups: those who will attempt to control their fate and those who want to get out before the changes occur. The group taking control will usually dig in, increase their productivity, hit their deadlines and do everything they can to shine in front of their managers hoping they will sail through the changes with their job intact. • The remaining employees cope with the changes by avoiding them. You may see these employees taking longer lunch hours, coming in later and leaving earlier or simply not coming into the office at all. Whether they are looking for new jobs or simply avoiding the office, expect to see an increase in employee sick days while you carry out the organizational changes.
Life Changes Caused by Restructuring • Some organizational changes require major restructuring, resulting in sweeping life changes for a number of employees. Typical changes that negatively impact a portion of the employees are salary cuts, loss of benefits, downgrading in job position, job loss or relocation to another city, state or country. All of these can be devastating changes to employees, particularly those who are supporting families. • The best way to handle these changes while keeping the morale up of the remaining or unaffected employees is by communicating with all of the employees every step of the way and treating the affected employees with fairness and compassion.
Other Impacts of Organizational Change on Employees
The Impact of Change
• Change-related stress • Effect on attitudes • Employee cynicism • Trust in organization matters
1-3 key takeaways from this section
APA's 2017 Work and Well-Being Survey
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MD1
15 Minute Break
Gain Team Buy-In and Commitment Change Management
National Indian Gaming Association
Best practices on gaining team buy-in and commitment
https://www.servicefutures.com
Tips To Get Others To Buy In On Change
Get Others To Buy In On Change
John P. Kotter, a leading authority on change management, says, "People change what they do less because they are given analysis that shifts their thinking, than because they are shown a truth that influences their feelings ... behavior change happens in highly successful situations, mostly by speaking to people's feelings.”
"The best way to predict the future is to create it.“
Peter Drucker
In other words, change is more easily accepted when leaders try to reach people through both the head and the heart.
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Tips To Get Others To Buy In On Change Communicate the change as a conversation: • Quantity: Give just enough information—not too much and not too little. Don't inundate people with a tsunami of data in the form of charts, graphs, analysis or reports. Most people won't read them. • Quality: Be genuine. Don't bamboozle people with embellished information presented as facts. They'll soon see through it. As Grice put it, "If I need sugar ... I do not expect you to hand me salt." • Relation: Be relevant. Connect what you say about the change to what is uppermost on everyone's mind; i.e., how will the change affect them personally and what will be expected of them? • Manner: Communicate what you say in the clearest, briefest and most logical manner to help people understand. Don't be vague, ambiguous or wordy, or you'll lose them.
Tips To Get Others To Buy In On Change
• Convincing others that change is essential is one of a leader's most challenging tasks. • The biggest speed bumps on the road to that future, however, are communicating the change and getting the buy-in from all those affected by the change. • Follow these best practices to get people's buy-in.
Tips To Get Others To Buy In On Change
Tips To Get Others To Buy In On Change
Address the emotions in the room: • You can increase your awareness of people's reactions to change by looking at the emotions that take place when people have to cope with change. The stages in change include shock and denial, anger and depression, acceptance and integration (or commitment). • The emotions in each stage are triggered by a lack of enough information, suspicion, fear, frustrations, skepticism, shifting priorities, different reporting relationships, new expectations, a need for structure and certainty, feeling threatened, being comfortable with the status quo and not wanting change. • Think about how you can address these emotions and concerns.
Repeat, repeat, repeat: • There's a disconnect between what leaders think is frequent communication and how employees perceive it. • The majority of people need to hear information three to five times before they believe the message. • This is particularly important when you're trying to convince people of the merits of the change. • As people grapple with emotions, they're less receptive to believing what they hear. • Consistency and repetition are key.
Tips To Get Others To Buy In On Change
Develop an ‘elevator pitch’:
Change: Elevator Pitch
One or two-minute pitch that can express the following key points: • Here’s what our change initiative is about ... • It’s important to do because ... • Here’s what success will look like, especially for you ... • Here’s what we need from you ..
• Here’s what our change initiative is about ... • It’s important to do because ... • Here’s what success will look like, especially for you ... • Here’s what we need from you …
Scenario – Change company policy to prohibit exposed tattoos.
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Tips To Get Others To Buy In On Change
Walk the talk: • Your credibility as the leader is crucial in getting people to buy in on the change. • If your credibility is low, people won't believe your message. • One of the most powerful ways to communicate a new direction is through your own behavior. • When people see you live the change vision, a lot of doubts and cynicism start to evaporate.
Gain Team Buy-In and Commitment
1-3 key takeaways from this section
MD1
60 Minute Lunch Break
Change Management
Future Path
National Indian Gaming Association
Agenda
Change Management
• Define each of the five generations currently in the workplace (who is serving the customers)
Future Path
• Provide insights as to what has shaped each generation
• Take a close look at goals, challenges, expectations, and motivating factors
• Explore the tie between multi-generations and customer service
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Defining Generations
Generations in the Workplace
• Pre-1946: Traditionalists • Also known as Maturists or “The Greatest Generation”
• Workplace population has 5 generations
• Defined by birth year, can vary based on source
• 1946 – 1964: Baby-Boomers
• 1965 – 1981: Generation X
• Shaped by formative experiences
• 1982 – 2001: Millennials • Also known as Generation Y
• Influence by technology and communication media
• 2001 (approx.) – 2010: Gen Z
Generational Characteristics
BabyBoomers (1945-1960)
GenerationX (1961-1980)
Millennials (1981-2001)
Characteristics
Traditionalists (Pre-1945)
Generations in the Workplace
Post-Warboom ColdWar Woodstock Family-oriented Rise of the teenager
Fall ofBerlinWall LiveAid Introductionof firstPC Latch-keykids Rising levelsofdivorce 34% Work/lifebalance Digital immigrants Loyal toprofession,not necessarily toemployer
9/11Attacks PlayStation SocialMedia RealityTV Google Earth 35% Freedomand flexibility Digitalnatives
WorldWar II Rationing Defined-gender roles Rock ‘n’ roll 2% Homeownership
FormativeExperiences
What are the benefits to having multiple generations in the workplace?
29% Job security
Percentage in workplace
Aspirations Attitude toward technology Attitude toward career
Largelydisengaged
Early ITadaptors Organizational–careersare definedbyemployers
Work “with” organizations,not“for”
What are potential challenges to having multiple generations in the workplace?
Jobs for life
Signatureproduct
Tablet/SmartPhone
Automobile
Television
Personal computer
Communication media
Textor socialmedia
Telephone
Formal letter
Emailand textmessage
Preferencewhen making financial decisions Communication presence
Face-to-face ideally,but telephoneoremail if required
Face-to-face
Onlineandmobile
Textmessaging oremail
Face-to-face ideally,but increasinglywillgoonline
Online–wouldprefer face-to- face, timepermitting
Face-to-face
Face-to-face
The Traditionalists
Traditionalists
• Goal: To build a legacy
• Considered among the most loyal workers
• Highly dedicated and the most risk averse
• Values were shaped by the Great Depression, World War II, and the postwar boom years
• Veterans now consist of the most affluent elderly population in the history of the United States due to their willingness to conserve and save after recovering from the financial impact of the postwar era
• Long-term commitment
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Traditionalists
• Work Approach: An Obligation
• Loyal, respects authority, duty before fun, adheres to rules
Management Tips: • Identify a clear direction • Set long term goals • Spell out clear job expectations • Share customer comments with them • Ask their opinion • Encourage them to be open-minded • Keep them “in the loop” to minimize surprises
• Leadership style: Command and control
Traditionalists
• Communicationby formal memo
• Work/life balance: Keep them separate
• Job changing is unwise
• Money: Put it away, pay cash
• Mantra:Tell me what I should do for you
Traditionalists
The Boomers
• Motivation
• Use the personal touch (e.g. hand written notes for a job well done).
• Generally, uncomfortable learning from a 21 year old. Find older trainers who speak the language of a veteran.
Baby Boomers
Baby Boomers
• Work Approach: An exciting adventure
• Goal: To put their stamp on things • The first generation to actively declare a higher priority for work over personal life • Generally distrust authority and large systems • Values were shaped primarily by a rise in civil rights activism, Vietnam, assassinations, and inflation • More optimistic and open to change than the prior generation • Responsible for the “Me Generation” • Boomers expect to work longer due to decimation of savings in from dot.com crash
• Workaholics, desire quality, question authority
• Leadership style: Take control
• Communication in person
• Work/life balance: No balance, “Live to work”
• Job changing sets me back
• Money: Buy now, pay later
• Mantra: Let me show you what I can do for you
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Baby Boomers
Baby Boomers
Management Tips: • Provide opportunity • Value personal gratification • Seek high achievement • Motivate with public recognition • Put in team situations
• Motivation • Use the personal approach (“I really need you to do this for me.”) • Give lots of public recognition • Give them a chance to prove themselves and their worth • Involve them in decision-making • Reward their work ethic and long work hours
• Give credit and respect for their accomplishments • Provide a warm, humane workplace along with a dynamic work environment • Set their course, show them where they can make a difference
Generation X
The Xers
• Goal: To maintain independence • Coined “work-life balance” in the workplace • Naturally question authority figures • Possess strong technical skills, • More independent than the prior generations • Exceed expectations and deliver results
Generation X
Generation X
Managing Tips: • Show genuine concern for their lives • Do not over-manage • Ask their opinion and clearly use their recommendations • Create a fun environment • Encourage freedom in establishing their workspace • Offer flexible work arrangement • Be direct and straightforward • Manage by objectives • Look for opportunities for them to develop others
• Work Approach: A Difficult Challenge • Want structure and direction, skeptical • Leadership style: Everyone is the same • Consistently ask, “Why?” • Communication preference is direct and immediate • Work/life balance: Balance, “Work to Live” • Job changing is necessary to get ahead • Money: Cautious, conservative, save, save, save • Mantra: I can do it myself
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Generation X
The Millennials
Motivations: • Give them multiple projects to work on simultaneously • Continuously provide feedback • Make work fun and provide freedom • Provide them with the latest computer technology
Millennials
Millennials
• Goal: To create life and work that has meaning • First global-centric generation, due to rapid growth of the internet and an increase in global terrorism • Most educated generation of workers • Most team-centric generation since the Traditionalists • Events that influenced them include: school shootings, Oklahoma City, child-focused world • Resilient in navigating change • Appreciate diversity and inclusion
• Work Approach: A means to an end • Multitasker, entrepreneurial, goal-oriented • Leadership style: Collaborative, creative thinking • Communication by email or voicemail • Work/life balance: Balance, “It’s 5:00, there’s somewhere to go” • Job changing is part of their daily routine • Money: Earn to spend • Mantra: Show me what you can do for me right now
Millennials
Millennials
Management Tips: • Provide significant orientation • Use education and work skill development as a motivator • Encourage them to ask, “Why?” • Set clear expectations • Establish mentor programs • Allow them to speak with all levels of the organization • Value their personal contribution to the organization • Look for ways to incorporate their ideas
• Motivation • Provide personal recognition • Create a positive work environment
• Praise work well done • Encourage innovation • Provide flexibility • Encourage collaboration and involvement • Avoiding setting a minimum number of years experience for a promotion
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MD1
15 Minute Break
Preparing for Gen Z…. … here they come!
• Post 9/11 generation
• Just began entering the workforce over the past 4-6 years
• The U.S. Census Bureau indicates that in the next two years, 20% of the U.S. workforce will be comprised of this generation, containing approximately 61 million people.
H
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12/9/2019
Change and The Traditionalists
How does this relate to Change Management?
As a rule, Traditionalists expect more personal attention, and therefore a perfect way of providing support to this group would be to focus on treating them as individuals, making them feel special, being patient and delivering “high touch over high tech”.
Change can be complicated, you can utilize these tips to customize your approach to change.
Change and The Gen Xers
Change and The Boomers
Consider communicating through a wide range of support channels and allow them plenty of time to ask questions and gather information they need. They expect the communication to be fast and efficient, and would rather receive information and choices in real time rather than wait.
In terms of change, Boomers are independent, with a “can-do” attitude. They like to dig in and overcome obstacles on their own. If a Boomer experiences change, value their time, be solution-oriented, and be ready to give them all the information they need to make an informed decision.
Future Generations in the Workplace…2025
Change and The Millennials
Percentage of Generations in the Workplace in 2025
Millennials expect you to communicate to them where they are and customize your approach to what is relevant to them. Recognize that this generation is more mobile, internet savvy and selective than any in history. Encourage them to follow your organization on Facebook and Twitter, be sure to provide real-time support and focus on their needs.
4% 3%
18%
Homel anders
75%
Source:HartfordBusiness.com,August18,2014
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Labor force snapshot
Boomers
GenXers
Millennials
Traditionalists
AmericanGamingAssociation, Casino IndustryEmployeeSurvey,2019
Generations in the Workplace
How does this look in your organization?
How might our industry change in the next 5-10 years due to generational shifts?
• How can change impact generations differently?
• Have you noticed how the expectations of one generation differ from another? If so, how?
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Conclusion: Creating a Future Path
Future Path
Change can be complicated, you can utilize these tips to customize your approach to change and future paths.
1-3 key takeaways from this section
Change Management: Day 2 Review
• The Impact of Change • Gain Team Commitment and Buy-In • Future Path
My Jackpot Insight of the Day
Change Management: Day 3 Preview
• Leading Change with Emotional Intelligence
• Measure and Evaluate Change Initiatives
• Action Planning: Tying It All Together
16
12/9/2019
Change Management: Day 2 Review
• The Impact of Change
Change Management
• Gain Team Commitment and Buy-In
Day 3
• Create a Future Path
National Indian Gaming Association
Change Management: Day 3 Preview
Leading Change with Emotional Intelligence Change Management
• Leading Change with Emotional Intelligence
• Measure and Evaluate Change Initiatives
• Action Planning: Tying It All Together
Change and Emotional Intelligence
Use these Emotional Intelligence (EI) strategies to Embrace the change rather than Brace for it…
I.
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EI…what itsNOT
Emotional IntelligenceOverview
Experience
Education
• What is Emotional Intelligence ? • Why is it important to know about Emotional Intelligence? • Four ‘Clusters’of Emotional Intelligence • How Emotional Intelligence Relates to Change • Conclusions
Intellectual ‘Horsepower’
Knowledge
I.
What is Emotional Intelligence
What is Emotional Intelligence
Emotional intelligence is sometimes referred to as “people smarts.” It is not generally included in the type of intelligence evaluation included in the traditional concept of IQ, which mainly focuses conceptual abilities, but it is avery important personal attribute.
Emotional intelligence (EI)isthe capacity for understandingour own feelings and the feelings of others, for motivating ourselves,and for managing our emotions effectively in ourrelationships.
Four Clustersof EmotionalIntelligence
What is Emotional Intelligence
Self Awareness
Self Management
• Rather than being asingle characteristic,emotional intelligence can be thought of asawide set of competencies that are organizedinto afewmajor clusters. • Themost widely acceptedview of emotional intelligence identifies 20 competencies , which arein turn organizedinto 4clusters .
Personal Competence
Social Awareness Social Skills
Social Competence
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Self-Awareness
Self-Awareness
Self-Awareness is the ability to accurately sense and identify personalfeelings, along with the ability to understand and evaluate them.
• Self-awareness is concerned with knowing about your own internal states, preferences, resources, and perceptions. • Asyou become more self-aware, you become better able to be in touch with your own feelings. • Self-awareness is very important to achieving success at work. Not being in touch with your own feelings in sufficient degree can handicap your overall effectiveness.
Onascaleof 1–10 (1being lowestand10being highest), where would you rateyour‘self-awareness’?
Whydid you answer the wayyoudid?
Self-Management
Self-Management is the ability to understand your emotions and then use that understanding to turn situations to your benefit.
Self-management is also the ability to use your feelings to reason well and act intentionally.
SixCompetencieswithinSelf-Management
Whyis Self-ManagementImportant?
TheSelf-Management cluster contains six basic competencies or subcategories:
Self-management is your ability to use awareness of your emotions to actively choose what you sayanddo.
Emotional self-control Trustworthiness Consciousness Adaptability Optimism Initiative
People who are good managers of their emotions are: • Open to change • Effective in mood management • Consistent in stressmanagement • Intentional, productive, and behave in a reasonable and rational way
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Self-Management
Onascaleof 1–10 (1being lowestand10being highest), where would you rateyourself-management?
Whydid you answer the wayyoudid?
ThreeCompetencieswithinSocialAwareness
SocialAwareness
TheSocialAwareness cluster contains three basic competencies or subcategories:
Social awareness refers to how people handle relationships and awareness of others’feelings,needs, and concerns.
1. Empathy
It is the abilityto recognize and appropriately respond to the emotions and feelings ofothers.
2. Organizational awareness
3. Service orientation
Social-Awareness
Why isHavingSocialAwareness Important?
Socialawareness is very important for creating and maintaining good working relationships with otherpeople.
People high in social awareness can feel what other people are feeling and can put themselves in theirshoes.
People who are high in social awareness are able to read non- verbal cues,read messagesconveyed by facial gestures, posture, eye movement, and body language.
Onascaleof 1–10 (1being lowestand10being highest), where would you rateyoursocial-awareness?
Whydid you answer the wayyoudid?
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EightCompetencieswithinSocial Skills
SocialSkills • SocialSkills refers to aproficiency at suggestingdesirable responsesin others. • Peoplewith goodsocialskills are goodbusiness leadersandoften are leaders in society who understand that personal successand group successare inseparable.
TheSocial Skillscluster containseight basiccompetenciesor subcategories:
Developingothers Inspirationalleadership Influence
Communication Changecatalyst Conflict management Building bonds Teamwork andcollaboration
• They lead by example,encouragingothers in positiveways, validating them and creating trust withinthem.
SocialSkills
Why areSocial Skills Important?
• Socialskillsare the basicskillseveryoneneeds to havein orderto be effective at anything theydo.
• Not having the basicsocialskillscan severely limit the quality of work that youproduce.
Onascaleof 1–10 (1being lowestand10being highest), where would you rateyour socialskills?
Whydid you answer the wayyoudid?
WhyisitImportanttoDevelopMy Own EmotionalIntelligence?
Emotional Intelligence Conclusions
There are many benefits associated with developing your own emotional intelligence capabilities, and those benefits range from the personal tothe organizational.
Understanding individual levels of Emotional Intelligence can support change initiatives and can enhancea leader’s knowledge, skills,abilities and effectiveness. It may also play asignificant role in determining a leader’s future path.
◦ The higher your emotional intelligence, the more likely you are to succeed in personal and professional relationships. ◦ There is astrong correlation between well-developed emotional intelligence and personal self-satisfaction and overallself-confidence. ◦ Having agood understanding of yourself, your strengths, and your weaknesses is essential to superior performance when on thejob. ◦ When your emotional intelligence is fully developed, it is easier to work well under constantly changing circumstances and to act on your ideas in ways that benefit the organization .
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MD1
10 Minute Break
Leading Change with Emotional Intelligence
1-3 key takeaways from this section
Top barriers in major change programs:
• Competing resources • Functional boundaries • Lack of change skills • Middle management
48%
44 42 38 35 34 33 32 31
Measuring and Evaluating Change Change Management
• Long IT lead times • Communication
• Employee opposition ( resistance)
• Initiative fatigue
• Unrealistic timetables
National Indian Gaming Association
Source: PriceWaterhouseCoopers
Making Change Succeed Factors that helped the most successful companies achieve their goals:
Measuring Change
• Good communication
100%
• Strong mandateby senior management • Setting intermediategoals and deadlines
95 95 91 86 86 81 76 62 62
• Having an adaptive plan
Common metrics to measure and evaluate change initiatives
• Having access to adequate resources • Demonstrating urgencyof change • Setting performance measures • Delivering early, tangible results (quickwins) • Involving customers and suppliers early
• Benchmarking V’s competitors
Source: PriceWaterhouseCoopers
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