MANAGING CHANGE Remaining Effective in the face of

MANAGING CHANGE Remaining Effective in the face of CHANGE and OPPORTUNITY © 2017 TRP Enterprises, Inc.

Effective Resilient Inclusive Accountable Inspirational

The Victim Mentality • If things are going wrong, or badly, or not to my liking, then someone is to blame. • It is necessary to identify the persons, circumstances, or sources of why things are not as I think they should be. • Blame must be determined and accepted by the wrongdoer, and things must be made right. • I am justified in being emotionally upset. Neither growth nor learning result from the bad things that happen to me. 3

Taking Responsibility Proactively Accessing our hidden Ability to Respond

ELEMENTS of TRP 1. Everything that happens to me provides me with Opportunities For Learning And Growth. 2. I cannot blame anyone else for how I feel, what I do, or the attitude I choose. 3. I shall seek no exceptions to this belief… even when I’m not at fault. 5

Totally Responsible Person Everything that happens to me provides me with Opportunities For Learning And Growth. 6

Moment of Choice

The Spectrum We are here Victim Mentality TRP 8

Awareness AWARENESS A L L O W S STIMULUS CHOICE RESPONSE 9

Discuss at your tables… 1. What is one area of work or life where I think TRP has helped me? 2. What is one thing I have done to teach TRP – i. e. coaching, leading by example, or de-escalating a victim mentality situation… 3. What is an area where I could use more TRP? Where do I get caught up in the victim mentality?

Our main purpose today? Remain effective in the face of Change and Adversity. 11

Program Goals • Persevere in the face of difficulty; not victimized by adversity. • Solve problems; mind unobstructed by victim mentality. • Stay positive, productive, and effective – no matter what! 12

Problem = Opportunity "Each problem has hidden in it an opportunity so powerful that it literally dwarfs the problem. The greatest success stories were created by people who recognized a problem and turned it into an opportunity. " - Joseph Sugarman

Emotional Intelligence Do emotionally intelligent people have fewer challenges than others? 14

Emotional Intelligence & Challenges The happiest people do have their share of stresses, crises, and even tragedies. They may become just as distressed and emotional in such circumstances as you or I, but their secret weapon is the poise and strength they show in coping in the face of a challenge. 15

The Basement and Three Floors A new way to view our attitude towards adversity 16

The Basement • We may “bottle up” our emotions • Storage for past events • Unskilled at handling adversity

First Floor • Growing skill at handling adversity, although… • Tend to “vent” frustrations as a way to release pressure • Gossip, rumors, criticism

Second Floor • Greater skill at handling adversity • Greater acceptance of “what is” • More focus on solutions

Third Floor • Infinite possibilities • Expanded perspective • Creativity and resourcefulness

Second Floor • • • Greater skill at handling adversity Greater acceptance of “what is” More focus on solutions The Basement • • • We may “bottle up” our emotions Storage for past events Unskilled at handling adversity Third Floor • • • Infinite possibilities Expanded perspective Creativity and resourcefulness First Floor • • • Growing skill at handling adversity, although… Tend to “vent” frustrations as a way to release pressure Gossip, rumors, criticism 21

Case Study Change is coming… 22

Toolkit Page 14: Working with Others 1. What’s on your mind? from this situation? 2. What’s the real challenge in this for you? 6. Have you thought about it from their perspective? 3. Why do you think you feel that way? 7. What is the ultimate goal, what are we really trying to accomplish? 8. What action would provide the greatest benefit to everyone involved? 4. Is there another way of looking at this? 5. What can be learned

Toolkit Page 15: Self-Knowledge, Self-Management 1. Take care of our brain 2. Begin to identify triggers 3. Redirect 4. Step back 5. Journal 24

Circles of Collaboration. TM

Page 19 Which of the four sections do you identify with MOST strongly? Which of the four sections do you identify with LEAST strongly? 26

Page 19 Each team member brings a different perspective. Which perspectives do you see at play on your team? Are there any perspectives lacking? 27

Page 19 It is the diversity of perspective that allows us to see a bigger picture. All perspectives are included in the bigger picture. 28

What prevents Collaboration? • Personal Agendas • A need to be right • A dislike of the other person, or their perspective 29

Initiating Collaboration Coming together in the Circle is a process of SEEING and RESPECTING the value that each perspective brings to the Circle. When we can see this, we can invite others into the Circle. 30

Analysis • We change when the evidence or the facts are clear. • We change when we are curious, we experiment. 31

Progress • We change when change is productive. • We change when we do not know what else to do. • We change when we sense that action is needed. 32

Experience • We change when we have had experience with successful change before. • We change when we fear “stagnation”. 33

Caution • We change to prevent harm or failure. • We change when the risk of not changing is great. 34

Dr. Maya Angelou “We can learn to see each other and see ourselves in each other and recognize that human beings are more alike than we are unalike. ”

Walt Disney “Times and conditions change so rapidly that we must keep our aim constantly focused on the future. ”

Michael J. Fox “I like to encourage people to realize that any action is a good action if it’s proactive and there is positive intent behind it. ”

What am I taking away?