Navigating Change When (Rapidly) Remote

by Mark Kilby

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NAVIGATING CHANGE WHEN (RAPIDLY) REMOTE Mark Kilby @mkilby https://www.markkilby.com #DistributedTeamsConf

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OUR PLAN How we handle change When there is too much change Experimenting through change

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IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo

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IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo Change introduced

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IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo Change introduced Change could be: - New process - New team member - New leader - New tools - New conflict - Urgent request - Urgent change in direction - Tool failure - Process failure - Team member out unexpectedly - Leader unavailable - Etc.

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Our expectations when we initiate change on our teams Performance Time Status Quo New Status Expectations Change

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Our expectations when we initiate change on our teams Our expectations when change is imposed Performance Time Status Quo New Status Expectations Change Time Performance Status Quo Change

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WHAT REALLY HAPPENS (UNDER THE RIGHT CONDITIONS)… Performance Time Status Quo New Status Quo Change introduced and challenges assumptions

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WHAT REALLY HAPPENS (UNDER THE RIGHT CONDITIONS)… Performance Time Status Quo New Status Quo Change introduced and challenges assumptions Mindshift

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SMOOTHING IT OUT: THE CHANGE CURVE Time (1) Status Quo/Old (8) New Status Quo (2) Change introduced and challenges assumptions (7) Integrate New Learning Performance (3) Resistance (5) Initial Results / Period of Disruption (6) Transforming Idea (s) (4) Unlearning

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RAPIDLY REMOTE TIP: EVERYONE MOVES DIFFERENTLY THROUGH THIS CURVE Time (1) Status Quo/Old (8) New Status Quo (2) Change introduced and challenges assumptions (7) Integrate New Learning Performance (3) Resistance (5) Initial Results / Period of Disruption (6) Transforming Idea (s) (4) Unlearning

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TOO MUCH CHANGE

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HOW TO MANAGE CHANGE? RAPIDLY REMOTE TIP: Limit the Chaos Time Performance Sometimes known as the “point of chaos”; It will get worse before it gets better as the team wrestles with change Chaos

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TOO MUCH CHANGE Can the team recover? (1) Status Quo/ Old Way (2) Many/Bigger changes introduced and challenges assumptions Performance Chaos extended. Team may not come out of chaos without huge effort and support Chaos Chaos Time

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TOO MANY CHANGES Time (1) Status Quo/Old (2) Change introduced Performance (3) Resistance Chaos Results may look more like this if team is not given time to adapt to each change and learn from it.

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RAPIDLY REMOTE TIP: SLOW DOWN WHEN POSSIBLE Let the team absorb the changes and stay on track

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EXPERIMENTING THROUGH CHANGE

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RAPIDLY REMOTE TIP: SET EXPERIMENTS To navigate the chaos

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What you might see What the team sees Performance Time Status Quo New Status Expectations Change Time Performance Status Quo Change

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RAPIDLY REMOTE TIP: EXPERIMENT WITH, NOT ON (no one wants to be a lab rat)

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AND MY 3 FAVORITE ONLINE TOOLS …

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3 FAVORITE ONLINE TOOLS Patience Empathy Listening

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WE COVERED… How we handle change When there is too much change Experimenting through change

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THANKS! Q&A? NEED MORE? Learn more about my courses, articles, books and get a FREE WORKSHEET for navigating change at: https://markkilby.com/DTCDay3

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PHOTO CREDITS star swirl - https://unsplash.com/photos/rMmibFe4czY Winding road into desert hills by Jannes Glas on Unsplash http://agendashift.com/a3-template 2 rats - https://commons.wikimedia.org/wiki/ File:Sister_ratties_3.jpg All other images (c) 2020 Mark Kilby & Johanna Rothman

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TIP: Keep tools to a minimum.

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RAPIDLY REMOTE TIP: WORKING AGREEMENTS FOR WORK AND HOME Work has invaded your home Every day is now “bring your kid/pet to work day” We might call this a “mindshift”