Supporting materials - reactions to change

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2.  Objectives
 PWC Influencing model
 An effective Leader | Team, task and individual model
 Understanding your team | Belbin
 Ladder of perception
 Typical team behaviours
 Body language and verbal style
 Active Listening, feedback and GROW coaching model
 Reactions to change and how to support others
Contents

3. Objectives
 Team Development
• Understand your role in managing and participating in a team
• Be able to use group dynamics and team management principles to get higher performance
from your teams
 Internal Relationships
• Understand your leadership style and be able to adapt it to different individuals and tasks
• Be able to use your leadership skills to coach and develop junior members of staff
 Effective Communication
• Have practised your feedback and coaching skills and be able to use these to manage
assignment quality and to develop staff
• Be able to use basic influencing skills to get successful outcomes in work situations
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4. Commitment
Change Curve (Human response to change)
Self-esteem,
perceived
effectiveness,
morale
TimeFocus on PAST Focus on FUTURE
Shock Denial
Frustration,
Irritation
Anger,
uncertainty,
strong
emotions
Blame
others
Confused,
low
Blame
self
Acceptance,
exploring new options
OPEN
Appropriate
HIDDEN
Inappropriate

5. Commitment
Behaviours to support others | What a leader should do
Self-esteem,
perceived
effectiveness,
morale
TimeFocus on PAST Focus on FUTURE
Shock
Denial
Blame
others
Blame
self
Acceptance
Involvement & encouragement
Clear Direction
Support
 Present the facts
 Explain
 Encourage questions
 Answer questions
 Be there
 Make info widely available
 Clarify/reiterate
 Listening with empathy
 Showing understanding
 Appropriate personal
disclosure
 One-to-one
 Praise and positive feedback
 Group work
 Seeking ideas
 Recognising changes
 Offering realistic vision
and ideas
 Building
 Setting direction
 Guidance
 Suggestions/Options
 Delegating
Information

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