Change Leadership Management
Change Leadership Management
THE STAGES OF CHANGE
Change transition can be divided into a series of stages.
• Initial equilibrium stage
• Separation stage
• Crisis Stage
• Rebirth Stage
• New Equilibrium stage
Initial equilibrium stage –
This is the starting point. It’s a period of relative stability; everyone knows what’s expected and has a clear picture of the future of the organisation and themselves.
Separation stage –
This is the stage where people react as if nothing has changed. They haven’t yet come to grips with the changes and continue trying to solve problems like they did in the past. Sometimes they will try to do the same that they did before but better and or just work harder.
Common things you will hear people saying at this time are “Why does nothing go right any more”, “What’s happening to us” “We’re working our butts off but nothing is working”.
The sorts of behaviours you see at this stage are increased stress, incomprehension, inhibition or hyper-activity. It’s common to see a drop in staff motivation, a rise in absenteeism, lack of involvement in work, feelings of despair, less laughing and joking, loss of teamwork or socialising, decreasing identification with the organisation and its values. Quiet or explicit job hunting starts at this stage.
Crisis/confusion stage -
This is often arrived at suddenly with no possibility of turning back. It’s the “last straw” that triggers something off. Suddenly people realise that the world’s changed.
The sort of behaviours you see are doubt, questions, anxiety, anger, shock, confusion, resignation, uncertainty, insecurity, intense stress, a deep feeling of loneliness, a feeling of being abandoned, or being left to their own devices.
People often think that they’re not normal, that there’s something wrong with them and that they’re incompetent. People know that they have to act or react but find it impossible to do so, as they no longer know where to focus their energy.
They can become blaming and angry. People can feel “in limbo” or make unusual outbursts of frustration and anxiety.
The crisis phase doesn’t last long and generally continues to acceptance of the situation and the release of creative energy. When this happens, the person then sees the crisis as an incredible opportunity to change things. You may see a large scale “tidying up” of the way they act and organise themselves.
A feeling of new freedom may appear. Confidence comes back and the person begins to realise that they can once again act on their environment. They move from apathy to hope or even enthusiasm.
Rebirth Stage –
“A light appears at the end of the tunnel” is a common saying. Whatever the words used the person has the feeling that they’re “getting out of it”. They’re aware that not everything that they attempt will work, but they’re convinced that they’ll be able to find ways of getting a grip on what’s happening. People in the rebirth stage are often impatient for progress and are hopeful about building new trust, relationships and achievement.
Rebirth is a fragile phase, in which doubts sometimes persist and recur. This is especially true during group transitions – as people in groups tend to be at different stages. People in a group who are still in the crisis or separation phases tend to see those in the rebirth phase as behaving erratically, as though they’re making the impact of change worse.
New equilibrium –
This is where the person’s comfortable in their new environment. It‘s common to find people joking about their experience of change or even making fun of their behaviour during the change.
ANOTHER MODEL IS THE STAGES OF GRIEF CYCLE.
• Denial or disbelief – denial that loss has taken place (i.e.: it will be over soon, apathy, numbness/ fear, not showing up for meetings, overly busy with routine tasks, less socialising, procrastination).
• Anger (i.e.: being irritable, contemplating sabotage, being confrontative, appearing “short fused”).
• Bargaining – unrealistic attempts to get out of the situation or to make it go away, making big promises or trying to strike a special deal
• Anxiety – silent or expressed fear of the unknown and probably difficult future or catastrophic fantasies
• Sadness – everything from silence to tears
• Disorientation – confusion and forgetfulness, feelings of being lost and insecure
• Depression – feeling of being down, flat, feelings of hopelessness and being tired (e.g.: being un-talkative, seeming apathetic, missing work, appearing listless, looking sombre)
• Acceptance – changes are accepted and people move forward to new possibilities.
9 TIPS FOR HANDLING CHANGE
1. Determine exactly what’s going to be different for you as a result of the change. Work out what you are likely to gain and lose in the process. Actively seek out information about your losses and figure out what’s over and what isn’t.
2. Acknowledge that it’s Ok to ask “What about me”. Approach your supervisor regarding concerns.
3. Recognise your feelings as being normal symptoms during the change process and not something personally wrong with you. Accept the need to go through a period of mourning and let yourself go through that process.
4. Give yourself quiet time and space to de-stress and think. Take time to step back and take stock of who you are and where you want to be in life.
5. Create literal and symbolic boundaries between the past and present.
6. Set short-range objectives for yourself to help restore feelings of achievement and movement.
7. Recognise the impact that colleague’s reactions are having on you.
8. Deliberately balance work and family issues.
9. Seek confidential advice from Human Resources or the Employee Assistance Service when required and not when too late.
Change Leadership Management - To learn more about this author, visit Ingrid Cliff's Website.
Like this article? Share it with your friends
Many small businesses experience change. Change leadership is the art of helping your team through the change management cycle. Each person shows different emotions and behaviour during change. It’s perfectly normal to experience a real mix of emotions. Not everyone feels all of these feelings intensely and people don’t go through them by numbers.
THE STAGES OF CHANGE
Change transition can be divided into a series of stages.
• Initial equilibrium stage
• Separation stage
• Crisis Stage
• Rebirth Stage
• New Equilibrium stage
Initial equilibrium stage –
This is the starting point. It’s a period of relative stability; everyone knows what’s expected and has a clear picture of the future of the organisation and themselves.
Separation stage –
This is the stage where people react as if nothing has changed. They haven’t yet come to grips with the changes and continue trying to solve problems like they did in the past. Sometimes they will try to do the same that they did before but better and or just work harder.
Common things you will hear people saying at this time are “Why does nothing go right any more”, “What’s happening to us” “We’re working our butts off but nothing is working”.
The sorts of behaviours you see at this stage are increased stress, incomprehension, inhibition or hyper-activity. It’s common to see a drop in staff motivation, a rise in absenteeism, lack of involvement in work, feelings of despair, less laughing and joking, loss of teamwork or socialising, decreasing identification with the organisation and its values. Quiet or explicit job hunting starts at this stage.
Crisis/confusion stage -
This is often arrived at suddenly with no possibility of turning back. It’s the “last straw” that triggers something off. Suddenly people realise that the world’s changed.
The sort of behaviours you see are doubt, questions, anxiety, anger, shock, confusion, resignation, uncertainty, insecurity, intense stress, a deep feeling of loneliness, a feeling of being abandoned, or being left to their own devices.
People often think that they’re not normal, that there’s something wrong with them and that they’re incompetent. People know that they have to act or react but find it impossible to do so, as they no longer know where to focus their energy.
They can become blaming and angry. People can feel “in limbo” or make unusual outbursts of frustration and anxiety.
The crisis phase doesn’t last long and generally continues to acceptance of the situation and the release of creative energy. When this happens, the person then sees the crisis as an incredible opportunity to change things. You may see a large scale “tidying up” of the way they act and organise themselves.
A feeling of new freedom may appear. Confidence comes back and the person begins to realise that they can once again act on their environment. They move from apathy to hope or even enthusiasm.
Rebirth Stage –
“A light appears at the end of the tunnel” is a common saying. Whatever the words used the person has the feeling that they’re “getting out of it”. They’re aware that not everything that they attempt will work, but they’re convinced that they’ll be able to find ways of getting a grip on what’s happening. People in the rebirth stage are often impatient for progress and are hopeful about building new trust, relationships and achievement.
Rebirth is a fragile phase, in which doubts sometimes persist and recur. This is especially true during group transitions – as people in groups tend to be at different stages. People in a group who are still in the crisis or separation phases tend to see those in the rebirth phase as behaving erratically, as though they’re making the impact of change worse.
New equilibrium –
This is where the person’s comfortable in their new environment. It‘s common to find people joking about their experience of change or even making fun of their behaviour during the change.
ANOTHER MODEL IS THE STAGES OF GRIEF CYCLE.
• Denial or disbelief – denial that loss has taken place (i.e.: it will be over soon, apathy, numbness/ fear, not showing up for meetings, overly busy with routine tasks, less socialising, procrastination).
• Anger (i.e.: being irritable, contemplating sabotage, being confrontative, appearing “short fused”).
• Bargaining – unrealistic attempts to get out of the situation or to make it go away, making big promises or trying to strike a special deal
• Anxiety – silent or expressed fear of the unknown and probably difficult future or catastrophic fantasies
• Sadness – everything from silence to tears
• Disorientation – confusion and forgetfulness, feelings of being lost and insecure
• Depression – feeling of being down, flat, feelings of hopelessness and being tired (e.g.: being un-talkative, seeming apathetic, missing work, appearing listless, looking sombre)
• Acceptance – changes are accepted and people move forward to new possibilities.
9 TIPS FOR HANDLING CHANGE
1. Determine exactly what’s going to be different for you as a result of the change. Work out what you are likely to gain and lose in the process. Actively seek out information about your losses and figure out what’s over and what isn’t.
2. Acknowledge that it’s Ok to ask “What about me”. Approach your supervisor regarding concerns.
3. Recognise your feelings as being normal symptoms during the change process and not something personally wrong with you. Accept the need to go through a period of mourning and let yourself go through that process.
4. Give yourself quiet time and space to de-stress and think. Take time to step back and take stock of who you are and where you want to be in life.
5. Create literal and symbolic boundaries between the past and present.
6. Set short-range objectives for yourself to help restore feelings of achievement and movement.
7. Recognise the impact that colleague’s reactions are having on you.
8. Deliberately balance work and family issues.
9. Seek confidential advice from Human Resources or the Employee Assistance Service when required and not when too late.
Change Leadership Management - To learn more about this author, visit Ingrid Cliff's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
|||
Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
|||
Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
|||
Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
|||
Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
|||
Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
|||
Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Ingrid's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
 |
||
 |
||
|
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Management vs. Leadership Customer Focus Pump Up Your Calendar The Money Game Webinar Plan |
|
 | ||
 |
Top 50 SEO Posts - 2008
Top SEO Posts of the Year | |
 |
Choose A PR Topic
Press Release Builder | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
||||||||||||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
