Presentation for Barrick Gold Corporation, November 7, 2014

1. Embracing Change
Bret L. Simmons, Ph.D.
www.bretlsimmons.com
Training for
Barrick Gold Corporation

2. www.bretlsimmons.com
http://www.slideshare.net/BretLSimmons

3. Agenda
• Session 1: Overview of Change
• Session 2: Progress Principle
• Session 3: Switch
• Session 4: Organizational Citizenship
• Breaks
• Lunch 11 am
• Wrap-up

4. Changes I need to make
• Add two items after each session
• Prioritize top two in wrap-up session
• When you return to work
– Apply the change formula you will learn today
– Invite accountability
– Make continual improvement a habit

5. What do you want
to learn today?

6. Yesterday’s home
runs don’t win today’s
games
Babe Ruth

7. Sigmoid Curve (Charles Handy)
Sigmoid Curve (Charles Handy, 1995)

8. Discipline of The Second
Curve
“..always assume that we are
near the peak of the first curve
and should therefore be starting
to prepare for the second” (p.57)

9. Exercise 1
Identify a change that is
happening right now at work.
Why are you resisting that
change?

15. Integrity

16. Add two items to your list of
changes you need to make

17. Session 2

18. For anything to change, someone has to
start acting differently. Can you get
people to start behaving differently?

19. Person
+
Environment (system)
=
Behavior

20. Behavior at Work
Person
Personality
Attitudes
Values
Perceptions
Emotions
Motivation
System
Policies
Procedures
Equipment
Hiring
Training
Staffing
Rewards
Performance
Evaluation
Supervision
Daily Events
Behavior
Helping
Civility
Tardiness
Absenteeism
Turnover
Participation
Preparation
Performance

21. Inner Work Life Effect:
“People do better work when they are happy, have
positive views of the organization and its people, and
are motivated primarily by the work itself.” (p, 47)

22. Workday
Events
Perceptions/thoughts
(Sensemaking about
workday events)
• The organization
• Managers, self, team
• The work
• Sense of
accomplishment
Emotions/feelings
(Reactions to
workday events)
• Positive emotions
• Negative emotions
• Overall mood
Motivation/drive
(Desire to do the work)
• What do to
• How to do it
• When to do it
• Whether to do it
Individual
Performance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle

23. Even seemingly
mundane events – such
as small wins and minor
setbacks – can
significantly effect
inner work life

24. The Progress Principle
Events signifying progress
• Small wins
• Breakthroughs
• Forward movement
• Goal completion
Daily
Events
The Catalyst Factor
Events supporting the work
• Setting clear goals
• Allowing autonomy
• Providing resources
• Providing sufficient time
• Helping with the work
• Learning from problems
and successes
• Allowing ideas to flow
The Nourishment Factor
Events supporting the person
• Respect
• Encouragement
• Emotional support
• Affiliation
Positive
Inner
Work Life
Amiable, T & Kramer, S. (2011).
The Progress Principle
1
2 3

25. The power of setbacks to diminish happiness is
more than twice as strong as the power of progress
to boost happiness. The power of setbacks to
increase frustration is more than three times as
strong as the power of progress to decrease
frustration. (p. 92)

26. Meaning Killers
• Dismiss someone’s ideas
• Make employees doubt the work
they do is important
• Assign people to work for which
they are overqualified
• Keep people from assuming full
ownership of their work

27. Inhibitors
• Unclear goals
• Micro-management
• Lack of resources (e.g. information, equipment,
funding, personnel, training)
• Time pressure
• Punishment (vs. learning) from problems or
mistakes
• Shut down open discussion
• Increased workload + decreased control

28. Toxins
• Disrespect
• Discouragement
• Emotional neglect
• Antagonism

29. Daily progress doing
meaningful work

30. Team Leaders /
Immediate Supervisors

31. Whatever your level in the organization … you bear
some responsibility for the inner work lives of the
people around you (p. 181)

32. Recommendations
• Systematic awareness
• Stay tuned everyday
• Target support
• Check in – don’t check-up
• Events change the culture
• Tend to your own inner work life

33. Exercise 2
What are the catalysts and
inhibitors in your work
environment?
List at least three of each

34. Add two items to your list of
changes you need to make

35. Session 3

36. If you want to be effective
at helping others change
their behavior, then build
a reputation for
proactively changing your
own behavior

37. Change Metaphor

38. Rider - Rational
– Deliberates,
analyzes, looks into
the future
– Provides planning
and direction
Elephant – Emotional
– Feels pain and
pleasure
– Provides the energy

39. Direct the Rider
Follow the bright spots:
Investigate and clone the successes

40. Destination
postcards:
Shows the Rider
where you are
headed and the
Elephant why the
journey is
worthwhile
Change is easier
when you know where
you are going and why
it is worth it

41. Script the critical moves
Be specific about the behavior you want to change

42. Direct the Rider
• What looks like resistance is
often a lack of clarity
• Clarity dissolves resistance

43. Motivate the Elephant
Find the feeling
Motivation comes from
confidence. The
Elephant has to believe
that it’s capable of
conquering the change

44. Shrink the change:
Break down the change until
it no longer spooks the
Elephant
Sense of progress is critical

45. Make change a matter of identity, not consequences
Who am I? What kind of situation is this? What
would someone like me do in this situation?

46. Grow your people
Encourage a growth
mindset by praising
effort rather than skill

47. Growth Mindset
• Talent is NOT fixed unless you
believe that it is. Treat talent as
something almost everyone
can earn, not that just a few
people own.
• Everyone can learn to work
smarter
47

48. Motivate the
Elephant
Change is hard because people
wear themselves out. What looks
like laziness is often exhaustion

49. Shape the Path
Tweak the environment. When the situation
changes, behavior changes

50. Build Habits
Supportive habits that are easy to embrace
and advance the new behavior

51. Action Triggers: Decisions you make to
execute a certain action when you encounter
a certain situation

53. Checklists help educate
people about what is best
by showing then the right
way to do something

54. Rally the Herd
Behavior is contagious; help it
spread

55. Shape the path
What looks like a people problem is
often a situation problem. When
you shape the path, you make the
change more likely, no matter
what’s happening with the Rider
and the Elephant

56. The law of
crappy systems
trumps the law
of crappy
people
56

57. How can you partner with others to help
fix crappy systems?

59. This sucks and so do you

60. Here is my suggestion

61. This system does not work as well as it
could. I have a few suggestions. Here are
some things I can do to help make it better

62. Exercise 3
Identify a change that is happening
right now at work. Discuss ways
that you can direct the Rider,
motivate the Elephant, and shape
the Path to help improve the
success of this change

63. Add two items to your list of
changes you need to make

64. Organizational Citizens
Taker, Matcher, or Giver

65. Takers view success as attaining
results that are superior to others

66. Matchers see success in terms of balancing
individual accomplishments with fairness to
others

67. Givers characterize success as
individual achievements that have a
positive impact on others

68. How you give determines if
you will achieve long term
success or languish at the
bottom

69. Concern for Other’s
Interests
LOW HIGH
Concern
for
Self-
Interest
LOW Apathetic Selfless:
Self-sacrificing
givers
HIGH Selfish:
Takers
Otherish:
Successful
Givers

70. Exercise 4
How can you improve the citizenship
behavior in your organization?
Discuss ways you can direct the Rider,
motivate the Elephant, and shape the
Path to create more otherish givers in
your organization.

71. Questions?