1 / 15

Using Human Instincts

Unravelling Change Leadership: A fresh approach using human instincts Andrew O’Keeffe Hardwired Humans. Using Human Instincts. A predictive framework for knowing what will work and what won’t Less anxiety and less distraction Faster implementation

dorothyterrell
Download Presentation

Using Human Instincts

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Unravelling Change Leadership: A fresh approach using human instinctsAndrew O’KeeffeHardwired Humans

  2. Using Human Instincts • A predictive framework for knowing what will work and what won’t • Less anxiety and less distraction • Faster implementation • An approach that helps leaders with “daily” changes they get to implement • Enhance your professional toolkit

  3. Human Nature How do humans respond to change?

  4. Change

  5. Change Good Bad

  6. Change Good Bad

  7. Hardwired Human Instincts Emotions Before Reason First Impressions to Classify Loss Aversion Gossip Social Belonging – Family of 7 and Clan of up to 150 Source: Nigel Nicholson, London Business School, Managing The Human Animal, and Harvard Business Review July–August 1998

  8. The 9 Essentials For Leading Change Using Human Instincts

  9. Essential 2 – Influence the Classifying Moment How are people going to feel the moment they hear about the change? Okay Uncertain

  10. Essential 2 – Influence the Classifying Moment How are people going to feel the moment they hear about the change? Appointing a new manager “Okay” (A quick phone call to 16 people) “Uncertain” (Email, call a meeting)

  11. Essential 5 – Gossip and Rumour • Ensure explanation is plausible • Leave no vacuum and attend to rumours (in a vacuum people begin to wonder if they are missing out on information and make it up for themselves) Example at Metro Trains Melbourne, during a restructure the key leader held a briefing session at 10am every Thursday – and before the briefing he knew the rumours

  12. Essential 6 – The Gossip Test What do we want people to say afterwards? Identifies your actions to create the desired future state For example, in a relocation 7 people were losing their office – what’s the best thing we can realistically hope the 7 people will say when they go home the day they learn of the change?

  13. Continuing Your Learning Journey • Subscribe to monthly newsletter • Read Hardwired Humans • Open workshops – Brisbane, Melbourne, Sydney in December • HR/Change team development and accreditation www.hardwiredhumans.com andrewo@hardwiredhumans.com

  14. The Key Takeaways • If we know our natural instincts we can make informed choices • Classifying detector is always turned on – driven by how we feel • We are not wired to resist change – we screen for loss • Transform your approach, advice and success on change management

More Related