If you really wanted pure authenticity, you’ve had about a millisecond of it in your life: the moment you were born. Since that time, you’ve changed and evolved as a person an infinite number of times. You’ve been programmed and instructed. You’ve adopted beliefs, rejected beliefs, and adopted more beliefs.
You’re a dramatically different person now than you were 10 years ago. So, does that mean you were inauthentic 10 years ago because you’re authentic today? Of course not. Because that’s an incorrect reading of what authenticity really means.
Your true authentic self is your growing self, your changing self, your improving self, your uncomfortable self.
Authenticity is not a passive state. It’s an active verb, and you don’t arrive at your own personal authenticity without striving. The true definition of authenticity is that you only find your self through doing, through being actively uncomfortable, through growth.
Real, genuine authenticity is discovered in the tension between what you are now and what you’re in the process of becoming. True, real authenticity can only be achieved by learning, growing and developing.
10:15 - 11 a.m.
Change and Emotional Intelligence Leadership– A Path to Influence
Change is hard. One of the biggest reasons why change fails is because of a lack of positive change influence or because of an overabundance of negative change influence – resistance. What can a change practitioner do to positively influence change and ensure that the change will be successful? By understanding how influence is built in an organization through the application of emotional intelligence competencies, change practitioners can help their organizations have more successful change efforts.
Emotional intelligence competencies are able to be learned and applied in many situations to help improve our abilities to master our own reactions and how we relate to others so that we can have a desired impact and influence. You will learn a model for emotional intelligence that provides a guide for how to build influence by managing yourself and your relationships with others. By ensuring that you are appropriately presenting yourself, you can show empathy and work to build rapport and therefore, you can leverage the social bonds you’ve built to positively resolve conflicts and collaborate toward positive change. Once you’ve begun collaborating, you are now able to influence the willingness to accept an upcoming change and spread the positive attitude toward the change through the network of others.
During this session, we will describe an overarching model for emotional intelligence that provides an applicable and repeatable process to help build influence.
Tools of the trade: Dramatically improve your organization's change and project management efforts using SaaS apps
As software-as-a-service apps (Asana, Trello, Slack, JiRA, Office 365, etc.) become more and more a part of our daily working norm, integrating change and project management SAAS technology into your organization opens up exciting possibilities.
We'll show you how Alamo Colleges District uses ASANA to
coordinate change efforts across our organization
integrate with PM activities
generate reports and detailed analytics
create transparency, giving all stakeholders insights they need
Hear the story of how ACD Project Facilitation Office implemented cloud-based change and project management platform.
10:15 - noon
Let's get intentional about sustaining "behavior" change
Decades of research show that the majority of improvement initiatives fail to meet performance expectations. We believe this performance expectation disconnect occurs because
lack of leadership involvement and ongoing, effective engagement, and
specific desired behavior changes are not identified and prioritized.
Typically, we see organizations speaking about behavior in a generalized manner. They use “behavioral” clichés and do not define specific leader and performer behaviors.
This workshop takes a practitioner’s viewpoint focusing on Applied Behavioral Science concepts and selected tools applicable to both the participants’ personal leadership behaviors as well as their change initiative projects’ roles and responsibilities.
No aspect of communication is more important than effective listening, and never is that more true than during times of difficulty or change. Effective listening, however, involves more than sitting passively and merely absorbing others' words.
Learn how you can boost your career success and improve your ability to guide change when you improve your ability -- and the ability of those around you -- to listen.
I Tried to Manage One Change at a Time, But Many Changes Ganged Up to Attack Me at Once
Many organizations think of bringing in change professionals only on the biggest, most important, transformational changes. But today’s environment of constant, continuous multi-level programs and portfolios is too much to manage by one-on-one involvement. An organization may find itself at risk of death-by-thousand-cuts if it cannot take a more comprehensive approach to managing change. We must find a way to manage all change, not just the big ones!
Eric Hansen, a change professional for eighteen years, will present what an engagement model for comprehensive change support might look like. Through interactive discussion, participants will explore together the importance of sizing and grouping change efforts, how the size of the change dictates how much change management is needed, the three engagement levels, and the role of change professionals in applying the right level of skill to the right level of change. There will also be a review of the kinds of tools and templates that could be used to support each level of change.
You’re sure to gain fresh insights, as well as some tips and tricks from Eric’s practical point of view.
Companies are facing complex problems, along with an ever-flowing influx of new information, solutions and innovative ideas. To compete, organizations need to embrace “constant change” as the new norm.
nxtgenChange approach is about developing Change as an organizational capability. Learn a 4 pronged approach that involves:
Harnessing the creativity and problem solving capability in your organization to imagine what’s possible and align to a common vision and set of goals
Creating momentum and a groundswell of excitement by Engaging your people in working toward realizing the common vision...while generating a positive cultural experience along the way
Infusing the organization with fresh knowledge, skills, resources, information, and relationship to Enable a new way of working.
Establishing performance measures, structures, operating rhythms and ways of working to enable the organization to not only sustain change, but continually improve and Evolve.
Beyond behaviors — shaping mindsets for successful organizational change
With any change, discomfort and resistance are typically the focus. OD leaders and practitioners who look to understand their organization’s identity and internal capabilities can shift the “change = pain” mindset to capitalize on opportunity that lies within the disruption.
By shifting the organization’s perspective of business transitions, transformation and breakthrough, and treating discomfort as positive tension, OD teams can leverage internal change processes to drive the level of performance needed to manage and sustain successful change across teams.
2:15 - 4 p.m.
Measuring the impact of change on your organization
Do you want to have a seat at the table to influence strategic planning in order to maximize end-user adoption? The Southwest Airlines Organizational Impact (OI) Assessment leverages the power of data to quantify the cumulative impact of changes across projects and stakeholders.
The OI Assessment gives Change Practitioners the power to identify change saturation, facilitate decision-making around prioritization, and understand the holistic view of changes occurring within an organization over time. Come learn how through the Organizational Impact Assessment!
3:15 p.m. - 4 p.m.
Using your natural strength to benefit your change practice
Join Gallup Certified Coach, Kim Newman, for an overview of the Strengths Finder assessment and strength domains, and how we can use these natural strengths to guide and aid our change management work. Participants will be grouped together by their dominant strength domain and participate in an interactive session to make the connection of their natural talents and how those talents impact their change practice. Participants without knowledge of their Strengths Finder results can participate by aligning with a strength domain.
Teaching clients to fish: Creating a change center of excellence
"I get impacted by a never-ending sequence of changes in my organization"
"It is hard to see the forest from the trees across the portfolio of enterprise programs" "We are often unable to fully realize our enterprise programs' intended value"
If any of these statements resonate with you, your organization could use a Change Center of Excellence (CoE).
Thriving in the current environment of rapid digital change requires the OCM CoE to be optimized. We talk about how this can be achieved by determining the right change maturity target for the organization, and crafting the path to follow along a change maturity model.
Hear insights from recent implementations of theOCM CoE at various clients, by dissecting the obstacles encountered and solutions that worked.