Edith Onderick-Harvey presented at MassTLC's workforce development summit on change management and its effect on engagement.

1. Blocking
and
Tackling
During
Change
Or
Why
Change
Kills
Engagement
and
What
You
Can
Do
About
It
Edith
Onderick-­‐Harvey

2. Key
Success
Factors
for
Rapid
Growth
Company
•
•
•
•
•
•
Customers
Vision/Purpose
EffecMve
Leadership
Scalable
Infrastructure
Necessary
technology
Engaged
people

3. Performance
How
We
Envision
Growth
and
Change
Performance
with
change
Performance
without
change
Time

4. Performance
How
Does
Change
Really
Look?
Commitment/
Informed
OpMmism
Uninformed
OpMmism/
Uncertainty
How
to
decrease
the
engagement
killers?
Denial
Informed
opMmism
How
to
accelerate
change
integra4on?
Anger
Acceptance
TesMng
Pessimism
Despair/
SkepMcism
Time
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5. The
biggest
threat
to
rapid
growth
is
lack
of
highly
effecMve
execuMon.
Highly
EffecMve
execuMon
doesn’t
happen
without
engaged
people.

6. Common
Reasons
Change
Kills
Engagement
• Change
seems
to
be
for
the
sake
of
change
• Change
never
meets
its
goal
• “Give
it
a
month.
We’ll
be
on
to
something
else.”
• “I
don’t
know
what
I’m
doing.”
• Scaling
up
with
too
much
structure
• The
wild,
wild
west

7. Real
Engagement
Creators
Choice
Competence
Meaning
Progress
Engagement
Adapted
from
Kenneth
Thomas
and
Walter
Tymon,
Work
Engagement
Profile,
CPP,
Mountainview,
CA

8. Meaningfulness
Thoughts
during
change:
• Does
this
change
ma]er?
• Do
I
really
care
about
this
work?
• Does
it
really
ma]er
what
I
do?
• Is
my
work
serving
a
valuable
purpose?
CreaMng
it
during
change:
• Know
thy
people
• Vision
that
speaks
to
purpose
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9. Choice
Thoughts
during
change:
• Can
I
determine
how
to
do
my
work?
Do
I
have
a
significant
say
in
what
I
am
doing
on
the
job?
Allowing
choice
during
change
• Define
what,
involve
in
how
• Allow
and
encourage
different
points
of
view
–
especially
from
naysayers
• Explain
why
9

10.
Competence
Thoughts
during
change:
• Do
I
feel
I
am
doing
a
good
job?
Am
I
doing
things
well?
• Do
I
have
the
skills
and
capabiliMes
to
do
this?
Building
and
reinforcing
competence
during
change:
• Expect
and
allow
for
failure
BUT
provide
support
• Focus
on
building
skills
and
capabiliMes
10

11. Progress
Thoughts
during
change
• What’s
the
goal?
• Am
I
accomplishing
anything?
Ensuring
progress
• Goals,
milestones,
celebraMons
• Feedback
and
feedforward
• Listening
posts
• What’s
my
career
path?
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12. Want
to
talk
more
about
leading
change?
Call
Edith
at
978.475.8424
Or
Email
at
eoharvey@factorintalent.com
See
more
of
my
thinking
on
leaders,
change
and
building
great
companies
at
h]p://www.factorintalent.com/pragmaMcleaderblog/
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