Lunch & Lead: Managing Change

Summary

The video, part of CU Denver's "Lunch & Lead" series, dives into managing organizational change through the lens of John Kotter's eight-stage model. Presented by Megan Rankin and Rick from the Career Center, the session provides guidance on creating urgency, forming coalitions, and fostering a climate ready for change. The focus is on maintaining momentum through goal-setting and empowering team action, with insightful personal anecdotes from the presenters. They encourage engaging with stakeholders and reiterate the importance of sequentially following each stage to ensure successful change implementation. Participants are urged to engage in activities designed to apply the learned principles.

Highlights

• Megan and Rick introduce managing organizational change in the Lunch & Lead series 🍕.
• Kotter's eight-stage model is detailed to guide organizational change 🚦.
• Personal stories illustrate the process of fostering change 🌟.
• Key activities include forming coalitions and communicating a clear vision 🗣️.
• Engaging anecdotes add a personal touch to the strategic guidance provided ❤️.

Key Takeaways

• Organizational change requires urgency and a strong coalition to steer it forward 🚀.
• Following John Kotter's eight-stage model is crucial for successful change 🛣️.
• It's essential to have small, achievable goals to maintain momentum during change 🏁.
• Engaging with team members and stakeholders is vital for sustained change 💼.
• Creating a vision for change helps guide decisions and sparks motivation 📈.

Overview

In the "Lunch & Lead" series by CU Denver, Megan Rankin and Rick delve into the complexities of managing organizational change through an engaging session. They present John Kotter's renowned eight-stage model as a structured blueprint for navigating shifts within organizations. The interactive session, originally designed for in-person participation with pizza and camaraderie, adapts to remote learning with the same zest and engagement.

Megan and Rick emphasize the importance of creating a climate ready for change by establishing urgency and forming a strong coalition. They highlight the significance of crafting a vision for change as a roadmap to drive efforts and motivate teams. The session provides practical insights into navigating barriers, wielding diplomacy, and ensuring transparent communication throughout the change process.

Infused with personal anecdotes, Megan and Rick bring the theoretical aspects of change management to life. Their stories underscore the challenges and triumphs of implementing change, providing a relatable context for viewers. The session closes with a call to action, urging participants to actively engage in exercises and apply the strategies discussed, ensuring they're well-equipped to lead their organizations through change.

Chapters

• 00:00 - 01:00: Introduction The chapter titled 'Introduction' serves as the opening for the 'Managing Change' presentation, part of a larger series called 'Luncheon Lead.' Traditionally held in-person with attendees gathering for pizza at the Tivoli, the presentation has shifted to a video format due to unforeseen changes. Despite the changes, the presenters express excitement and aim to provide helpful information to prepare viewers for potential organizational changes. The chapter sets the stage for discussing managing transitions in a possibly altered environment.
• 01:00 - 10:00: Understanding Change The chapter titled 'Understanding Change' begins with Megan Rankin, a career counseling intern, introducing herself and Rick, a career counselor at the Career Center. They mention that they will be presenting on managing change. Viewers are encouraged to pause and rewind the video as needed, allowing them to have more control over the learning process.
• 10:00 - 22:00: Stages of Change The chapter begins with a brief agenda, advising viewers to prepare themselves by having a journal, pen, or paper ready. This is important as these materials will aid in participating in upcoming activities during the presentation. Viewers are encouraged to pause the video and gather these items before proceeding.
• 22:00 - 28:00: Communicating the Change The chapter covers a session on 'Communicating the Change' where participants prepare for discussion on change management. The session begins with an introductory activity led by Ricky, aimed at stimulating creative thinking and discussion. This is followed by an exploration of John Kotter's 'Eight Stages of Change' methodology, providing background on Kotter's work and a detailed step-by-step overview to facilitate understanding of effective change communication.
• 28:00 - 38:00: Empowering Action The chapter titled 'Empowering Action' begins with an introduction from the speaker, who mentions personal examples and group activities that will be shared. This is intended to make the material more engaging. The chapter is part of a luncheon lead series, where participation is encouraged through a worksheet-style group work. The speaker then hands over to Rick, who explains that typically, one would log into the site for a demo, but due to the recorded nature of the video, a different approach will be undertaken.
• 38:00 - 45:00: Creating Quick Wins The chapter 'Creating Quick Wins' starts with an interactive exercise where the reader is prompted to choose an answer from a list of traits that relate to the concept of change. The traits include being flexible, caring, goal-oriented, or efficient. After a brief pause allowing the reader to make a selection, the correct answer is revealed.
• 45:00 - 54:00: Maintaining Change The chapter titled 'Maintaining Change' discusses the concept of 'true colors,' a tool utilized at the Career Center to understand personality types. By knowing one's personality traits, individuals can identify leadership qualities within themselves that are useful for creating and managing change. This understanding can be applied effectively in team settings.
• 54:00 - 75:00: Real-Life Examples The chapter titled 'Real-Life Examples' explores the concept that being flexible and straightforward can be more beneficial than being solely efficient and fair. It suggests that the type of change a person can bring is influenced by their personality traits. The discussion further delves into the elements required for planning change, which include generating new ideas, being hands-on, fostering cooperation, coordination, and having a solid approach for diagnosing and solving problems.
• 75:00 - 86:00: Conclusion The 'Conclusion' chapter discusses the importance of teamwork and collaboration in facilitating change. It acknowledges the variety of methods available for planning and creating change and emphasizes the need for a coordinated effort. Despite the uncertainties (as noted by the conversational tone between the characters Meagan and Rex), the chapter concludes that teamwork and data collection can be crucial drivers in leading and implementing change.

Lunch & Lead: Managing Change Transcription

• 00:00 - 00:30 hi everybody welcome to our managing change presentation and this is part of the luncheon lead series that we've been working through normally these presentations would be in person we'd have you meet us in the Tivoli somewhere we need some pizza together and we chat about managing change well all that has obviously changed right so I'm a very ironic topic that we get to talk about today but nonetheless we are excited and and hope this video provides you with some good information and and gets you ready for some potential organizational changes you may be experiencing my name
• 00:30 - 01:00 is Megan Rankin I'm one of our career counseling interns over at the Career Center in the links' connect today I'll be working with Rick would you like to introduce yourselves I think you got it I'm Rick I work at the Career Center I'm a career counselor there hey Rick and so today like I mentioned we'll be going through a managing change presentation and feel free to pause this video at any time go back if you don't hear something anything like that that is the beauty of having this recorded is you have a little more control over the presentation so we'll jump right in with
• 01:00 - 01:30 a quick agenda before you even begin watching some of this material we ask that you have a journal or a pen piece of paper a pencil whatever works well for you these materials are really gonna be handy as they do a couple activities later on in the presentation it's also a great way for you to be able to take notes so before you do anything go ahead and pause the video right here and go collect that materials for yourself um alright we'll jump right in the first thing we get to do together look Rick
• 01:30 - 02:00 got his pen and paper ready to go see I'm always ready to go lead by example I love it first thing we're gonna do is Ricky's gonna actually take us through a modified version of a kaput something we wish but well make it work um kind of get the juices flow and get our brain ready to talk about change then I'm gonna actually move in talked a lot about the eight stages of change from the Kotter method um so we'll give you some background on who John Carter was go step by step sprinkled throughout
• 02:00 - 02:30 Rick and I have a couple personal examples we'll be sharing with you make this material a little more lively and we'll finish out our presentation with some group work kind of a worksheet style activity this is going to also act as your participation for this luncheon lead series so stay tuned for some of that so without further ado Rick I turn it over to you okay cool so in a typical hoop you would log into the site but we can't do that right now because it's a recorded video so we're gonna do it via
• 02:30 - 03:00 slides and all you're gonna have to do is just kind of in your mind select one of the options and then we're going to reveal to you what the right answer is so let's go ahead and get started question number one it's about change change means being what flexible caring goal-oriented or efficient which one do you think it is I'm gonna give you about five seconds here which one do you think alright what's the answer let's see it's
• 03:00 - 03:30 all of them what how is it possible that it's all of them well it's all of them because there's something called true colors true color is something that we use at the Career Center we've also done a luncheon made on true colors next time I'll try and get it on video so you guys can see that too but if you know what your personality type is you actually have a couple traits in there that are leadership traits things that you can use to create change and manage change and so on certain teams may be being
• 03:30 - 04:00 flexible and straightforward is actually more useful than than being efficient and fair focused okay so depending on what kind of person you are that's the type of change that you're probably gonna bring let's go to the next question I next one planning for change requires what new ideas and being hands-on cooperation or supportiveness coordination and data collection or diagnosing and solving of problems which
• 04:00 - 04:30 one do you think meagan wishin do you think it is I don't know Rex we go to the next slide to figure it out once again this supported true colored so all these all these different ways of creating change in planning for change are valuable it's what we have to come together as a team right sometimes you need those coordination and data collection people to be the ones to leave a change but
• 04:30 - 05:00 other times need that cooperation and supportiveness too okay so everybody's gonna work together that's why you want to have well balanced teams on this next question there is gonna be a right or wrong answer so next question is as the team leaders we should communicate team values establish new team goals consistently change things or help develop team rituals pick one five four
• 05:00 - 05:30 three choose wisely two one what is it okay so there's two right answers here this communicate team values and there's helped develop team rituals now I know that blue one that established new team goals that one sounds like it should be right and if something is wrong but there's some more recent data some more recent research showing that the actual the best use of the team leader is not really to create the team goals
• 05:30 - 06:00 that's the team's job to figure out what they want to accomplish the same thing with constantly changed things if you have a system that works don't try and constantly change it it's working by all means if there is a better system if there is a better way don't get stuck in your old ways if there's a better way look to try and change it and update it so really your goal as being a team leader is to communicate the values of the team things that bring us together the reasons why we're there and also to help
• 06:00 - 06:30 the team create some rituals so like right now the Career Center we knew what we're doing these these coffee meetings in the morning right we're all sitting around zoom where their cups of coffee we're trying to build a new ritual a ritual that we used to do in the physical space but now we're trying to do it still person alrights good next question on a team the best Blake wins on a team the best blank wit is in the plan is that
• 06:30 - 07:00 the SWOT analysis is it the investors or is it information and intelligence which one all right show us the answers Megan information and intelligence what it's so good easy isn't it the best plan isn't the best plan win not necessarily it's the best information in the best Intel when you especially as the leader if you can bring the right information the right tools the right technology the
• 07:00 - 07:30 right intelligence to your team you let them play with it you let them have fun and that's actually what creates the best teams and what helps them win all rights go have an excellent planning for change is best when done in my head done with the stakeholders input clearly written and put on paper or when it has action plans that can be acted on which
• 07:30 - 08:00 one do you think it is here five four three two one what is it it's three of them yeah so this works best when you do have stakeholder income when you know who your stakeholders or you can communicate with them right you can actually make the right change you can start planning for it it also helps to write it down clearly on paper so this is different than doing it in your head don't don't try and use your head in the filing cabinet I'm not very good at it they can
• 08:00 - 08:30 get lost in there all the time and also make sure that that plan has action items things that you can do not kind of like these you know big picture goals that can be interpreted in many different ways you want to say hey Megan can you do this listen to this hey Steven can you do this this and this hey Rick can you do this this and that because those are action plans that's what makes the best plans for change alright organizational change is easy in
• 08:30 - 09:00 person a multi-stage process it's impossible online or it's manageable online and in person hmm this might seem like a trick question which one do you think it is let's see the answers all right do we have it's a multi-stage process hey that's what we're going to be talking about today eight stages of change and it's also manageable now it's not easy
• 09:00 - 09:30 it's never easy it's not easy online it's not easy in person but it is manageable okay see sometimes life can throw you curveballs it's all about how you manage those curveballs about how you deal with it all right let's go the next question take on these flights go for it thanks so much so definitely different doing a Kahoot over a video and hopefully you still understand right this is kind of what we're talking about getting you thinking about team dynamics getting you're thinking about change you know
• 09:30 - 10:00 adapting it to maybe a remote situation because that's what we're experiencing right now but let's dive right in so today as I mentioned we're gonna be going over the eight stages of change based off of John Kotter's model and we thought giving a little background on him would be really an awesome kind of introduction so John Connor is quite the decorated individual he was a professor at Harvard in their School of Business he was a professor of leadership he taught for years when he chose to no longer teach there he actually opened
• 10:00 - 10:30 his own business and he called it Carter in 2008 right and we were experiencing a pretty big economic situation he thought you know what this world needs more leaders and more importantly needs education around how to be a leader so on that screen you see all the different books he has actually created on this topic so when we say he's an expert we mean it um that's a great time for us to mention Rick and I aren't experts on this right there's only so much we can learn about this stuff and we're gonna do our best to present it to you but if you've got more
• 10:30 - 11:00 questions definitely recommend visiting the Kotter website I was scrolling through it in preparation for this and there is so much information on leadership organizational change managing internal change manager bigger change he's got incredible YouTube series you can look at so if this presentation really kind of gets you going definitely check out John Kotter we would we're gonna highlight just up front these eight stages we got create build form enlist enable generate sustain Institute and these are kind of
• 11:00 - 11:30 the big chunks that we'll be looking at we break it into three different sections that I'll be covering but again as Rick mentioned review this and understand these information in the lens of organizational change not personal change and a really important piece to this eight stages of change model but I will reiterate multiple times throughout this presentation and you need to go through each step in a linear fashion in order to create a successful change there is not well I'll just move from
• 11:30 - 12:00 step one to step four and forget about the ones in-between nope you need to be accomplishing each step bit by bit in a sequential order in order to see that successful change so definitely keep that in mind as we're as we're moving through so without further ado let's jump right in eight eight stages we got changed number one create some urgency right so I want you to all know that in these first couple stages we're not even actually doing much action just yet you'll see the clump that we titled this
• 12:00 - 12:30 in just a minute but weren't just looking to get the ball rolling so we're looking for current vulnerability in the organization right if we want agency to be created we need to figure out what's going on why is change even needed in the first place um this could be you know for a business maybe you're losing ground you're not making any profits um maybe you're in a competitive market and you've got a new competitor that emerges and all of a sudden you're like oh no we need to step it up right needing to create some urgency for change here um
• 12:30 - 13:00 we want to acknowledge right off the bat it can be really hard to move people out of their comfort zone right business as usual is a very comfortable thing especially change is happening in other places of the organization that can be really challenging for anybody to kind of buy in and so creating a sense of urgency by sharing maybe some of the deficits you're experiencing or highlighting some of your shortcomings in an organization that's gonna move people out of their comfort zone and create that urgency for you if you're in
• 13:00 - 13:30 this organization you're noticing you know the vulnerability isn't working being frank and honest with them to move them out of their comfort zone isn't working a third suggestion here is find someone who was outside of your organization to deliver that information they can have the bigger picture conversation with all those people sometimes information is better received when someone who's non-biased delivers that information right there maybe it's a consultant I don't know what that would look like for
• 13:30 - 14:00 your organization but having someone else come in and say listen we need to make some changes that could be a great way to get that urgency moving for it all right then we move on to that second stage we're forming a powerful coalition here so the urgency is there but who's gonna help us create this change and so typically when we see that initial spark it's about one to two people notice in it maybe it's accountant send me accounting part Department noticing it maybe it's supervisors noticing their employees aren't you know reaching
• 14:00 - 14:30 productivity level not many people in that first urgency moment but now we're moving into aren't we gonna build a team we need to form a powerful coalition here to move this forward John Kotter recommends about three to five people that's usually a pretty good solid group to start with um but I really want to add in here don't just pick any three to five people you know don't just go to the office next to you don't just email the first person in your list pay attention to the reputation and the
• 14:30 - 15:00 position when you're selecting those three to five people for that coalition and here's the reason behind this right you want this change to occur you want the people in that coalition to be able to instigate that change check out their power do they have any kind of stay over the company you know do they have good standing in the company if you send out your team of these three to five people to get the the change move in do those people have good reputations or is your company gonna look at you and be like those are the people you put in charge
• 15:00 - 15:30 of this right so there's a couple things to be considering here that final piece reforming a powerful coalition look at this illness and the skill level of the individuals you create for that coalition so do you have a core group of people that are skilled in making this change maybe you're making a change when it comes to a certain platform that you're using electronically right let's let's take handshake for example our Career Center uses handshake routinely we didn't always use handshake and so when we made
• 15:30 - 16:00 that change the people in that powerful coalition they needed to have knowledge of technology you know ability to use handshake they couldn't just pick anybody to form that right if they had just walked down and said hey you work at the Career Center you can be in this coalition but they've that person had never licked at handshake they're not gonna be the best person for the job so aside from paying attention to the reputation and their position check out what skills they bring to the table think back to Becca who write when we're looking at the true colors and who makes
• 16:00 - 16:30 up a team and we really want to focus in on what each person brings to that table all right we move into our third stage here create a vision for change I want to talk about how we really haven't even done any action up until now three full steps we're moving through and we haven't really even mobilized yet so the John Kotter article that we've been working from sums it up really well and I want to read this for you all when we create a vision for change we're looking
• 16:30 - 17:00 for a picture of the future that is relatively easy to communicate and appeals to customers stockholders maybe stakeholders if stock isn't a part of your company and employees a vision helps clarify the direction in which an organization needs to move I would even have a vision in the first place you know this is kind of the point where you're like why can't we just get to change it right we've done all this stuff we've got urgency we've got a great group of people before you move out and start mobilizing you need to come together and have a decided upon
• 17:00 - 17:30 structure of how you're gonna move forward so let me answer that question of why even have a vision first it's gonna spark motivation right people are gonna actually now be educated on what needs to change they're gonna buy into that change with you right second it's gonna act as a filter for any decision you make any change model that comes up later on so maybe you get to a point where you're trying to decide between a certain strategy or an earth certain product or something having this change vision already written out can
• 17:30 - 18:00 act as a filter to run that decision through I mean hopefully ensure that that decision is made appropriately and the best one is made um last but not least it's gonna be your rationale right I even do what you're doing if you don't have a vision so maybe it's starting to get heard you're really realizing change is a big deal having that vision to look back to it's gonna help rationalize some of the efforts and maybe blood sweat and tears that are going into it um to kind
• 18:00 - 18:30 of round out this need for a vision John Kotter recommends what we call the vision test so you've written it it up and you're like is this even good would people even buy into this and use it as a motive bid or use it as a filter use it as a rationale use the vision test so what you do is you find someone who's not familiar with what's going on and five minutes or less you try to explain what you're trying to change as you're going through that the first thing you're looking for is understanding do they even know what the heck you're talking about right are you asking for
• 18:30 - 19:00 change that is astronomically outside of their comfort zone and knowledge maybe check back in the second thing is are they even excited about it you're looking for excitement in someone else right so that vision test is gonna kind of help you gauge do we need to go back to the drawing board and redo the vision or did we actually communicate it and write it down pretty well to the point where we have understanding and excitement time to move forward all right so let's take a minute kind of kind of put this all together this is gonna be our first chunk of these eight
• 19:00 - 19:30 stages and we call it creating a climate of change so first off you start with your agency you've got your coalition that comes behind you then you get your vision on paper um so again little to no action in these first couple steps but if you want to introduce a change you need to have an environment that's ready for change right you can't just all of a sudden dye your hair one day and expect everybody to be like hey nothing's different everything's great right climate for change you're talking about
• 19:30 - 20:00 I'm thinking about going and buying some box died today I want to change my hair you know you're asking for recommendations on how to buy or change your hair right so creating that client in that environment for a change is good way that makes it most successful and again I want to add right here you can't move on to step number four more unless you've successfully completed steps one two and three and this you know creating that climate for change really drives home the point this is a totally linear process you have to go a bit by bit so
• 20:00 - 20:30 to kind of hopefully make this material a little more relevant I'm gonna turn it back over to Rick and he's gonna share a little bit about some personal experiences in creating a climate for change I just thought of something while you were talking because the way that you were describing it I thought about a moment in history where this is just a perfect example so everybody knows about Martin Luther King jr. right what is their urgency yeah there was huge urgency to create change city have a
• 20:30 - 21:00 coalition yeah built a coalition right but it's most famous speech what's it called I have a dream not I have a plan it's I have a dream I have a vision for change so you need those things and then afterwards people were able to start making some of those some of those changes so in my story I do have kind of an example for my personal life that I want to share with you and I'm in one of these pictures here I'm in the second
• 21:00 - 21:30 row I'm behind the guy with a red shirt but I want to tell you a story about me from 2008 so this was quite a while ago I guess but I was a recent graduate from college and 2008 the economy crush the world was a mess I mean it was a train wreck paychecks where they were melting away I used to actually make the analogy that the times and work was like a snow cone and that when you're holding a snow cone out in the Sun it just starts melting
• 21:30 - 22:00 away what are you left with you left with LEGOs little piece of paper and a bunch of just stickiness it's krasiki right it's gross so it's not a not a great time but anyway I had in college been part of this on campus initiative for to create the Living Learning Communities and this was back when Living Learning Community is really starting to take off and really start to take hold and in 2008 I saw that there was a need to keep the one
• 22:00 - 22:30 that I was a part of going but funding was being cut so there was vulnerability there and so I tried to take control of something that I could possibly do remember I had graduated so what I did was I actually kind of volunteered to help out with this weekly service project where we would go all these people down here in this picture we would go downtown downtown Austin Texas and we would feed 120 homeless people coffee sandwiches bananas egg tortillas right we would bring this breakfast to them and just give it to him and I
• 22:30 - 23:00 manage this project but I went into it thinking I'm gonna manage this and I'm gonna meet the right people because I don't know if this programs and it continues so I got to meet the right people and and lucky for me I was able to meet those people I met Larry Larry's the person over here this black and white picture in front of his big gorgeous doors we'd also see him in the kneeling down and the other picture there so I met I met Larry and then John and then Patrick and then Stephen and these are all people that had 30 plus years experience in the field right I was who was I
• 23:00 - 23:30 compared to them right but together we kind of created this new vision and we proposed it to the University we pitched it to them and guess what they said yes right so in this if I could summarize in this there was the urgency and part of it I did kind of create I said I want to take care of this I want to make sure this continues I'm gonna make I'm gonna do whatever I can create a coalition find the right people make sure those people have the right skills not
• 23:30 - 24:00 everybody had the right skills and then third create a vision and the new vision was a long-term vision that was sustainable that they could really buy into so that's my example right on thank you Steve so this stuff is happening in a lot of parts of our lives we just need to check in and kind of see what's going on right and see if we can't identify some of it so let's move into that fourth stage y'all were excited when things really get to start kicking off race about fourth step is communicate the vision you just spent so
• 24:00 - 24:30 much time getting that climate for change ready you've got your vision all written out and it's time to communicate that so think about your best strategic plan what efforts you're gonna go through is it emails as it Flyers is a table events that social media platforms and how are you communicating that multiply it by 10 John Kotter says just go big what strategic plan you have set make it even bigger don't stop on anything right don't don't limit yourself here we really really want this vision to go out
• 24:30 - 25:00 right use every channel and opportunity possible don't just do one email all that's it you know included in your staff meetings included in your emails included in your your BIOS and whatever that looks like every channel possible is a great opportunity for you to be talking about it someone asks you about it in your office hey you got a couple minutes I'd love to share a little bit more about you right don't shy away from opportunities to share it if someone has questions so again getting those efforts
• 25:00 - 25:30 really out there another wonderful way if you're like well we've multiplied our efforts we've talked about it as much as we can walk the talk right we always talk about they walk the walk they talk to talk we want to see those people that's three to five people in that guiding coalition the leaders of the change the people that had created the vision actually living out the change they are proposing what this does is it shows those around them like out there really serious about this they're actually making the change in themselves
• 25:30 - 26:00 first before the organization is required to change along with them so a great recommendation for communicating the change walk the talk right do what you got to do to show people around you we mean we mean business here right so let's move on to step number five here empower action we've gotten the word out we're ready rubbers meet in the road right empowering the action what's the cut looks a little different depending on where you're at but some basic tenants still apply so create time and
• 26:00 - 26:30 space needed for that change right I'm sure you've all been in situations where they're like oh we're gonna do this big massive all this is gonna change here we're reorganizing and it never happens there's two to three weeks where there's really great momentum and then it just falls flat right all the other necessities in your organization come up front you don't have the money for it your staff is overworked whatever that looks like right it's gonna happen and so both as you start empowering action create space and time for this so maybe
• 26:30 - 27:00 that looks like freeing up certain employees so that their responsibilities can shift towards this change maybe it's moving the budget around to make sure people are getting paid properly and you have the funds to support this right be looking around and see you know how are we gonna make this change actually fit right because the organization's can't just take everything on some things need to go as you're moving things around look at some barriers take some time to brainstorm with the people that are in your coalition maybe people that are in
• 27:00 - 27:30 the organization maybe it's that outside consultant that was giving you the big picture right what barriers are gonna stand in your way anticipate as many as you can big small medium be thinking about what could possibly come up and plan for them right maybe you do know that your budget is tight you've created as much space as you can in it and you're anticipating a bigger barrier is there something else you can move around in the budget right being aware of those barriers is gonna make it a little less scary when they do pop up because you're like oh we've already thought about this right instead
• 27:30 - 28:00 of being completely blindsided with it so that's stage number five empowering action talk about stage number six create quick wings right so as you're moving through this I mean y'all were already at stage sexy you're probably pretty tired with the organization right y'all been working really hard but a lot of back work to make this happen things going on behind the scenes you want to feel like you win right so when you're when you're moving forward with your action plan design intentionally small little goals that you can meet along the
• 28:00 - 28:30 way to feel that sense of like oh the change is happening right you need to create space and time for you to look back and be like okay change is possible look at what we've already done this week right still make them superfluous don't make them everybody's gonna show up to the meeting right make them intentional but don't make them gargy into it don't make your one goal we're gonna accomplish this by this day and that's it give yourself little wins of it over time right ensure momentum keeps moving right you want to keep that excitement you want to keep people you know buying
• 28:30 - 29:00 in like okay we can do this goals that are achieved early help people see the improvement right you're walking that talk they're like oh this change really is happening look at these small little goals that we're seeing this can also be a great thing if morale gets low maybe you do it one of those barriers when those roadblocks come up and you're like oh that felt like a sucker punch to the gut reflect back on what you've already accomplished right remind yourself yep we knew this barrier was gonna come but look at everything else we've already accomplished that's gonna keep you in that positive mindset
• 29:00 - 29:30 moving for it all right so let's kind of recap put this all together this is gonna be our second chunk this is enabling and engaging the organization in that chunk we had communicating the vision empowering the action creating quick wins so this is definitely the more action-oriented part of these eight stages you've gotten your environment created and it's time to get moving with it again I'll say it I'm like a broken record you can't skip any of these steps if your environment for change has been
• 29:30 - 30:00 created don't cut yourself short here and skip out on these next steps and chunk number two right you really want to make sure you're moving your organization along successfully put in a lot of work right you don't want to give that up for missing a step right here okay um so I'm actually gonna share a little bit of my personal experience with this second chunk and this is about my very first job I ever helped I was still in high school it was a sophomore I had just gotten my driver's license I was so jacked up
• 30:00 - 30:30 and it was like alright Megan it's time for you to go get a job right gas is not free you need to figure out how you're gonna pay for that so I actually accepted my first job at what's called the Wellness Mart it was I had a buddy her dad owned it she's like you want a job I said why not I had no idea what I wanted to do in my life just yet Medical sounded like a great place so in this job it was a beautiful example of enabling and engaging the organization so this doctor's office was originally all right go with me you're all paper
• 30:30 - 31:00 right any chart we had any form we had everything was paper we did not have a system for electronic submission just yet um my the doctor that was in charge of this realized that's a really outdated thing right and urgency was created he put together some people he created a vision for change and then you know what he did in order to create space and time he hired me the whole purpose of bringing me on as a young sophomore was to be the person that
• 31:00 - 31:30 scanned every paper document we had into an electronic format yes I'm gonna acknowledge it took me forever it was really concocting y'all I'm not gonna lie to you and that was the Wellness marts way of ensuring this organizational change was successful they've gone through steps one two and three they were going through three four and five and I was a huge part of insuring people's jobs were freed up to do this they had the money to continue to pay for me and I want to check in a little bit here about the goals right so
• 31:30 - 32:00 obviously I knew that was my goal is to move y'all I'm not kidding when I walked in that first day it was like an entire room stacked full of boxes and I looked at it and was like you want me to finish this by the end of the summer okay that's gonna be really hard and I noticed that big big goal at the end of just get it done I wasn't feeling motivated a couple weeks into it and so I started creating weekly goals for myself okay by the end of week three in this job I will have completed three boxes of paper files into an electronic
• 32:00 - 32:30 version great while I was working every day of the week though and I started realizing that's not enough you know by Wednesday very classic hump day I was like dude I'm over this so I had to start creating daily goals for myself you know by lunchtime I'm gonna have this many papers scandal ektron eclis by the end of the day I'm gonna have this so that by the time I was getting to Fred at the end of my week I was like wow look at how many awesome goals you've already accomplished throughout this you know process right so it kept my momentum moving it made me really
• 32:30 - 33:00 feel like yeah I think I can do this so again think back to certain times in your jobs and organizations be it student organizations classes whatever that looks like organizations on campus right there's probably a lot of these different trunks already happening you just might have missed the first part but now you're involved in the second part right so now Rick's gonna share a cool example from his his life also I don't know if mine is cooler than it had been but you guys can see
• 33:00 - 33:30 some some pictures here some people doing some activities so Mayan kind of goes back to my first year work and it's you Denver 2016 and that was in my first year I think it was like December maybe November when this kind of all started I wanted to create a workshop series that was based on some card sort activities that we use at the Career Center the the pictures for this one are the motivated skills card sword and it kinda helps you
• 33:30 - 34:00 figure out your strengths and your weaknesses and what I noticed what I had noticed was that I was using these card swords a lot in my one-on-one appointments and that often times it fit was it's what was giving me my best results right so my students my clients were leaving feeling really energized and really motivated I'm really excited and so I partnered up with someone I've talked to my supervisor I tried to
• 34:00 - 34:30 create a coalition right and we came up with kind of a vision a vision for how we could use these card swords to help students all over campus kind of figure out who they were let me took this idea they took this vision and I went out and I pitched it I pitched it to advising teams let's pitch it to my team I pitched it to faculty I mean I pitched it that anybody that would listen I pitched it to the wall if the wall and listening right and we got some mixed responses some people said it
• 34:30 - 35:00 won't work some people said oh it takes up too much time some people said oh we're students aren't interested in that no some people said lots of things and then other people said you know what go for it try it out some people even said we trust you we trust you to make it happen we trust you to make it work so make it work and they gave me some guidelines and they gave me some support right they essentially were empowering me to take action they were empowering me to kind of take
• 35:00 - 35:30 control and go forward and at the same time with my kind of enthusiasm for it I was in power in venta has spread the word and shared the idea and kind of advertised it around campus and we knew that we were not totally sure if it was going to work at it but was going to achieve the result that we wanted so what we did was we did a pilot run before we even had all of the the presentation slides and everything ready we went ahead and we did a pilot run and so I think it was leave that for another
• 35:30 - 36:00 like February of 2017 we started with the workshop and we did four workshops a series and like I said we didn't really have everything fully created but we learned from it we went ahead and we took action and we've got those quick wins and the next time we did it around starting up the next fall we made it even better and then the next spring made it even better and better and better but that's going to be the future stages that that Megan talk to you about in the next coming flight y'all hang in
• 36:00 - 36:30 there we're at stages seven and eight year so close to being dive you've made it this far right on um so stage number seven build on that change right acknowledge the long haul it's kind of what Rick was talking about right we know that change can take a really long it could take years y'all five to ten years depending on the size of your company depending on what you're even trying to accomplish right may be really hard and letting people know as the guiding coalition Hey look we get it
• 36:30 - 37:00 this is hard that communicates transparency all of a sudden they're like okay you know what they're not the leaders aren't asking us for these gargantuan you know tasks without acknowledging this is really hard so keep your team on your side by just saying hey I get it this is hard we know it's gonna take a little while um as you're building on that change right maybe like the pilot like Rick was talking about you had your first test run got your second test on your trip third test run right you're you're doing it you're really moving through this
• 37:00 - 37:30 stage whatever that looks like um watch out for tradition here okay we know that organizations have long-standing traditions and it can feel all of a sudden like oh my gosh we're stalling is it working again I don't know how to move my team forward and keep that momentum going because we're noticing some traditions are coming back in right we notice a lot of time some people that stressed out or they get overwhelmed they go back to what they know best and if it's that tradition you might lose some of the groundwork that you've covered all the
• 37:30 - 38:00 way up until now so definitely be aware of them those can come up in you know your employees had they can come up in the company culture how y'all talk to each other and stuff so definitely know that tradition is part of it and maybe when that part comes up when you're noticing tradition is seeping in when you're like man this is really taking forever John Kotter recommends focusing on the details of the process so if we could sum up building on change this is your action item of focus on the small details the process the step by step
• 38:00 - 38:30 things that are happening each day to make this change and really investigate them pull them apart get that really big picture honed into a small piece right because remember when we were creating a vision it was pretty big right this is the part where it gets a little more tedious you know it's really hoping this becomes solidified and your company's culture it's a great time to check in and just go piece by piece and focus in on the attention this is gonna really ensure that change affects all aspects
• 38:30 - 39:00 of your organization you know it's in our emails it's in our phone calls it's in our conversations in the break room right really infiltrate this process when it gets a little bit slower all right Oh y'all we've made it to the last step we are making it stick right we've made it through the long haul hopefully you've looked up some of those details because this when you get to turn around look at your team and be like look at what we have done right we're focusing back in on you know some of those short-term goals but maybe more your
• 39:00 - 39:30 long-term goals have been met awesome focusing on those remind them about that um this is also a great time to really make the connection for your organization of this was the change we wanted this was the result we're looking for this is how we did it right make those connections obvious for them maybe it's behaviors you're noticing that to call those out maybe it's your profits have increased show them those margins let them know your outcomes are really really important to connect three employees and because they want to say
• 39:30 - 40:00 like wow that hard work was really important and here's why right as we're trying to make it stick we're also focusing on passing the torch right we understand that not everybody sticks around in organizations maybe as long as we would want them to people come and go right leadership change happens you you create new positions ensure that the people you are hiring are also understanding the changes that were asking of them right past that torch down if your leadership your your three to five people in your guiding coalition
• 40:00 - 40:30 they kind of phase out maybe insert time that maybe they take new job opportunities maybe they graduate whatever your organization structure looks like ensure that the people that follow up behind them are also aware of the change in what needs to be done bring them up to speed and pass that torch off to them in this final step y'all ingrain the change make it stick right we want this change to not just be well it's something they're asking me to do but rather this is how we do it now
• 40:30 - 41:00 we we used to do it like this but this is what we do now because we've seen why this change is important we've seen the improvements the leadership despite changes have actually continued it right our company is feeling empowered we've made changes right in Grain that change into your organization so let's look at that last chunk together this is gonna be our final our third chunk implementing and sustaining change right this is maintenance this is you know you've done you've done a lot of the
• 41:00 - 41:30 good work you just want this to continue make this new change your business as usual um your efforts of making change it's gonna shift a little bit right you're no put your efforts more into this is part of our company now this all is revamped now your energy shifts just a little bit but what an awesome thing to look back at depending on what your timeline like that I'm sure there's a lot of effort blood sweat and tears that went into making it hit to celebrate a little bit right now right implementing
• 41:30 - 42:00 and sustaining changes and there's a great place like all right so in this kind of summing up this last chunk here Rick is gonna share another example about when implementing and sustaining change really happens cool yeah this is a more recent example I'd say but it's definitely this one kind of fits into all of them but the the very last piece of the story is I think what's most
• 42:00 - 42:30 important so these are pictures from kind of a mock interview day that we the Career Center did for students who are part of the Bhoots deceits program they're their student veterans and they go through a program called launch now launch was created by a teammate of mine at the Career Center who laughs he left in 2017 and it's still it's still paid
• 42:30 - 43:00 me I still miss Scott anyway when he would leave him my manager kind of voluntold me hey you're gonna take on launch and this was there was a purpose for it the purpose was I had helped Scott and help Scott early on with the piloting of it and help him create his early win right so because I knew a lot about it it was it was passed on to me now what Scott had done was he had created he had established these really
• 43:00 - 43:30 strong relationships with the CU Denver office for veteran and military student services and right I had just helped them pilot it and launch is kind of like this five six week job search and career readiness program so it's really kind of complex them and we were doing something so like data gathering about how useful it was what was what was working what was not what the outcome was at the end if people learn something and I while I
• 43:30 - 44:00 knew things about the program I didn't necessarily know the people on the veteran veteran and military services side so that was all Scott and now he would leaving and so with him leaving the first thing I knew I had to do was I had to reestablish those relationships I had to meet some new people after meeting within a couple times and really getting to know one another we saw that we had similar values we started moving in the right direction and we did something that was necessary we re-evaluated the existent program we
• 44:00 - 44:30 reevaluate with the program and we outline kind of our future steps okay and we we looked at all of our data we looked at all of our surveys to create this new direction and then the following spring is when we started implementing some of those next steps we have amended more structured into the session because that's what students that they want a more structure and then after spring we looked at some more data and we looked at more surveys and we found that the students were saying boy and now we want more accountability and we want even more structure and so what
• 44:30 - 45:00 do you think we don't read adding more structure and more accountability and what we found is that if we actually move the program from the spring to the fall it gives them the accountability and it gives them the structure that they're wanting and three years later now we're running as smooth as we've ever been and the program has grown from 767 students and one little small meeting room - we had 32 students that are last and in our last launch class or
• 45:00 - 45:30 course so the outcomes and reviewing the outcomes really allowed us to make it stick and I really think that even if I were to pass this on to somebody else you kind of go the same way develop some new relationships reevaluate the program find the strengths of the current presenter or teacher and make it stick continue making it grow all right folks we did it we made it to the end Rick would you like to walk us through kind
• 45:30 - 46:00 of our recap here sure I mean it's really simple we're just gonna go ahead and go to this race the number one is create that urgency create the urgency if no one else see that maybe you have to be the one to create the urgency right form a powerful coalition so by creating the urgency find the people that are just as energizes you and stick to it like glue right and then together hopefully you can create a vision now sometimes remember depending on your personality you might
• 46:00 - 46:30 be more of a vision person somebody else is more than the planner that's cool you can kind of split the path like that but it usually works better when you when you're really lean into your shared values and you create a vision together after that we have the second second chunk which starts off with communicate the vision right so now that you have the vision now and you go to pitch it pictures it everybody that listens seriously pitch it to everyone because the more you pitch it the better you're going to get and crisper it's going to get and they even start off with off
• 46:30 - 47:00 that way start off small so you can mess up and then the higher you get in the chain or the ladder or people that need to hear it you get better and better and better this helps also with empowering the action right you don't you want to start taking action to start building things and make sure that you have quick wins make sure that at the end of the week you can have wow they really did that we really accomplished that we're at the end of the month you can say wow we really made something out of this and then finally we want to build on the change right we want to continue to review it and make it better and then
• 47:00 - 47:30 laughs we want to make it stick the making it stick though right making it thick will not happen if you skip some of these steps it just won't if you skip on the step and building change of re-evaluating what you got you're not gonna make things it's gonna get old right it's going to be outdated and obsolete things like my phone right my phone is two years old it's probably already obsolete I've got to make sure that updated I've got to make sure to
• 47:30 - 48:00 make it new every single year cool all right folks so we're gonna move into that activity that I had talked about okay so to wrap up we have a worksheet for you to use and we might be able to actually attach this to the description or give you a link to this worksheet I'm not quite sure yet but this is where we're putting it up on the screen it's a worksheet that goes through those eight stages of organizational change and
• 48:00 - 48:30 we're gonna give you guys kind of a case study here that you can work through or you can use some of this worksheet okay so you can see that step one there is established sense of urgency and there's some questions there for you to kind of reflect on and you can answer those questions right so here's going to be your case study okay we're going to leave this screen open for a good chunk of time for you to read this and work through it and feel free to pause it if
• 48:30 - 49:00 you want to pause it but the the general story here is there's this guy Taylor Taylor goes to an institution a college institution and he's just taken a course that has really changed his life and he's wanting to do something for for his community and especially for the people on his college campus and so he's trying to find a way to make some change and Taylor comes to you his friend its trusted friend trying to create a coalition probably and he needs your help
• 49:00 - 49:30 so use the worksheet the best you can to try and give him that help now I'm gonna try and be quiet now so you guys can read the case study I'm Megan and I will try and just you guys can you read the screen all right remember you can pause this anytime you want so let's go ahead and go back to the worksheet now once
• 49:30 - 50:00 again if you have actions worksheet download it use it if not write down some of the questions here I done some of the questions and start thinking about them right pause the screen and write them down as you can see not all this is going to be possible not always going to be possible just thinking about this on your own so it might even be good if you reach out to some of your friends near like hey help me out with this I have this fictional friend called Taylor and maybe they can help you but I definitely think that you guys can go through maybe the
• 50:00 - 50:30 first step the second step of creating the coalition maybe even creating a vision right and in the creating division you see the first bullet there is a kiss it doesn't mean kiss it doesn't mean take your piece of paper and kiss it no it means keep it simple keep it simple stupid right that's what the second has is keep it simple okay we don't want to get too complex with our vision this isn't you know changing the world step this is changing small things on campus or with your
• 50:30 - 51:00 group and I think you can come up with the communicate the vision I think you can figure out cool you're gonna tell how are you gonna do it is it going to be slides they're gonna be visual aids are you going to tell them a story are you gonna do it you might even be able to do the empower others okay but those later stages that's going to be really hard because you need to be able to take excuse me the later stage was going to be really hard because you need to be able to take some action okay so use the worksheet the best you can use the the questions here because they are there
• 51:00 - 51:30 for you to make it easier okay and we're just going to leave on this last quote his last quote by John Kotter as you guys can see now he's pretty impactful pretty impactful and he has a lot of wisdom if you want to go back and read some of this book so you can get the full explanations of things we only had about an hour here and remember that leadership and the way that you rias Peschel ii was changed it's not easy
• 51:30 - 52:00 it is manageable and eight stages eight steps it seems pretty simple to me okay so while it's not easy it might be sinful if you follow the steps anything else from you Megan no just want to say thanks you all for tuning in and learning and going through the eight stages of change with us if you have more questions about this if you're like okay I didn't understand any of this or maybe you're going through your worksheet and you're like wow I actually have a great organization I want to use this with coming hanging out with Rick
• 52:00 - 52:30 and I / zoom at the Career Center right go ahead and login - handshake set up an appointment with us we love to talk about this stuff and we love to get to know students stories and and kind of see the ripple effect that some of these presentations can have um maybe you're curious you know in the beginning when Rick had talked about true colors I don't know that means I'd love to know more we can talk through some of those concepts as well so if any questions came up for you or anything know that Rick and I are pretty easily accessible and shoot us an email schedule no qualms
• 52:30 - 53:00 with us on handshake and we'd love to get to know you and and kind of see what this impact has had on you also with that we say thank you hopefully you uh had some lunch with you you enjoyed your lunch you got to lead a little bit with us right um and be sure to check out more videos coming soon for this luncheon lead series all right thanks y'all bye everyone