Change Management & Empathy Self-Awareness Flashcards
Tell me when you successfully drove engagement across a large team during a major transformation.
What strategies did you use to maintain high levels of engagement?
Context:
I led a significant transformation initiative focused on consolidating member incentives onto a single platform and vendor aiming to improve member experience, reduce operational costs, and eventually transition to a rewards program
Resistance: this faced initial resistance from business areas accustomed to autonomy and concerned about losing flexibility, adapting to new processes, and potential disruptions to workflows and vendor relationships.
Action: I adopted a microchange management approach, breaking down the complex transformation into smaller, manageable phases
This involved sprints, each with defined objectives and daily stand-up meetings to maintain alignment and momentum.
Key Strategies:
Clear Vision & Goals:
Clearly communicated the benefits of consolidation for both members and the organization, emphasizing the long-term vision of a rewards program to drive desired behaviors.
Ensured everyone understood the importance of their role in achieving the company’s strategic goals.
Empowerment & Collaboration:
Formed cross-functional “change champion” teams to lead each sprint, fostering ownership and accountability.
Created a dedicated Slack channel for transparent communication, real-time updates, and quick issue resolution
Engagement & Change Mindset:
Conducted regular check-ins, town halls, and team-building activities to maintain open communication and camaraderie; Build a “War Room” to faciliate collaboration
Encouraged a change mindset by addressing fears and anxieties around the transition, emphasizing the positive impacts on member experience and operational efficiency.
Conducting scenario planning exercises to help teams envision various potential outcomes, both positive and negative, and proactively develop strategies to address them.
Facilitating discussions around personal orientations to change (hope vs. fear) to promote empathy and understanding among team members.
Agile Implementation & Adoption:
Introduced changes gradually using the “Routine +1” strategy, minimizing disruption and resistance.
Developed a user-friendly mobile app for easy access to incentives and rewards, incorporating personalized nudges and gamification elements to drive engagement.
Continuous Monitoring & Recognition:
Established feedback loops to monitor member and employee sentiment, ensuring the transformation remained aligned with their needs.
Utilized agile practices to adapt and iterate on the program based on real-time data and feedback.
Recognized and rewarded employees who actively participated in and contributed to the transformation’s success.
Results:
Successfully completed the transformation two months ahead of schedule.
Significantly improved the member experience with a more streamlined and user-friendly incentives platform.
Reduced operational costs by 15% due to vendor consolidation and process optimization.
Achieved a 20% increase in member engagement with the new rewards program, indicating a positive shift in behavior.
How do you measure engagement?
Context: During the member incentives consolidation project, measuring and evaluating engagement was crucial
We knew that resistance and anxiety were high, so we needed a way to gauge how employees were feeling and identify potential roadblocks early on
Action implemented a multi-faceted approach that combined quantitative and qualitative measures:
Pulse Surveys & Engagement Scorecard:
We used bi-weekly pulse surveys to quickly assess team morale, understanding of project goals, and any perceived obstacles.
We also developed a custom engagement scorecard tracking metrics like meeting attendance, task completion, and participation in discussions, providing a more comprehensive view of engagement.
Open Communication Channels & Direct Engagement:
Regular one-on-one check-ins with team leads allowed for deeper conversations about their team’s specific concerns and challenges.
An anonymous feedback channel provided a safe space for employees to voice concerns without fear of repercussions,
Monthly town halls fostered open dialogue, celebrated successes, and addressed concerns transparently
Informal Observation and
Conversations: I made an effort to engage in informal conversations with employees, observing their behaviors and attitudes towards the change. This provided valuable anecdotal insights that complemented the formal data collection methods.
Data-Driven Insights:
We tracked performance metrics like productivity and quality of deliverables, correlating them with engagement levels to understand the impact of our efforts.
We even used social network analysis tools to map communication patterns and identify potential silos or disengaged team members,
Result (1 minute):
We were able to quickly identify and address concerns about the new incentive structure through pulse surveys, preventing potential resistance.
Feedback from the anonymous channel helped us tailor our communication and support strategies, leading to a 25% increase in overall engagement.
By correlating engagement with performance metrics, we made data-driven decisions that optimized resource allocation and support.
Ultimately, this focus on engagement contributed to the successful launch of the consolidated incentive program three weeks ahead of schedule.”
By combining quantitative and qualitative methods, we gained valuable insights that allowed us to proactively address issues, maintain high team morale, and drive the successful completion of the transformation project.”
How have you built and maintained trust with your team and stakeholders during times of significant change?
Can you provide a specific example?
Context: During a major digital transformation initiative to consolidate member incentives, I faced significant resistance, particularly from the operations team.
Fears about job security and drastic process changes led to low trust in leadership, with only 35% of employees expressing confidence in our annual survey.
- Transparent Two-Way Communication:
> > Understand your stakeholders motivations, priorities and what success means to them. Acknowledge their concerns and articulate transformation’s vision and goals.
Accomplish this by hosting weekly check-ins, town halls, 1:1’s, office hours and team building moments to openly share sentiments, updates, challenges, and address concerns head-on.
> > Created anonymous feedback channels demonstrating a commitment to listening
- Lead by Example - Follow Thru
» Model behaviors I expect from others - demonstrating adaptability, transparency, and accountability - Empower Stakeholders & Echo Shared Ownership:
> > Recruit cross-functional “change champion, giving employees a voice and fostering a sense of ownership in the process
Recognize individual contributions
- Course Correct as Needed:
> > When setbacks occur, be transparent about them, take ownership of mistakes, and quickly adapt the strategy as needed
Shows my commitment to continuous improvement and builds trust through accountability.
What steps do you take to rebuild trust if it has been compromised within your team or organization?
- Acknowledge and Own the Mistake
Sincerely acknowledge the breach of trust and take ownership of my role in it
Avoid excuses and deflecting blame
Articulate what went wrong and why, demonstrating my understanding of the impact of my actions - Apologize Authentically
Offer genuine apology and convey commitment to making it right
Includes active listening and empathy showing I understand other person’s feelings & perspectives - Take Corrective action
Demonstrate tangible commitment to regaining trust through action
Implement safeguards to prevent future issues - Communicate Openly & Transparently
Prioritze open & transparent communications through the rebuilding process - Show Consistency & Reliability
Requires consistent effort
Do what you say you’re going to do - follow-through
How do you balance demonstrating empathy with maintaining authority and achieving results in a leadership role?
Context: believe empathy and authority aren’t opposing forces, but rather complementary.
Balancing them means understanding when to lead with compassion and when to set firm expectations.
- Active Listening & Validation:
I made time to truly listen to concerns, validating their feelings and acknowledging the challenges they faced. This built trust and opened communication. - Transparent Communication & Rationale:
I clearly explained the “why” behind the transformation, emphasizing the benefits for both members and the organization.
I was transparent about decisions, even tough ones, ensuring everyone understood the big picture and the necessity of change. - Clear Expectations & Accountability:
While empathetic, I set crystal-clear expectations for performance and held the team accountable.
Regular feedback ensured everyone knew their role in achieving our goals.
**Getting senior leadership support to influence direction when needed ** - Support & Resources:
I provided ample training, mentorship, and resources to help employees navigate the transition, demonstrating my commitment to their success. - Celebrating Success & Leading by Example:
We celebrated wins together, recognizing individual and team contributions to boost morale and reinforce positive behaviors.
Result (1 minute):
Leading with empathy to build trust, then applying authority to guide action – consistently yields the best results
Shift to authority: Transition to decisive leadership when clear direction is needed.
Balance: Adapt your approach to the situation and needs of your team.
Focus on results: Ultimately, the goal is to achieve outcomes while maintaining a positive environmen
Share a time when you had to gain the trust of senior leadership to implement a significant change initiative. How did you approach this, and what were the outcomes?
How did you handle resistance or skepticism from key stakeholders?
Gaining Trust:
- Building a Data-Driven Case
- Engaging in Open Dialogue: Sought out key sr leaders to understand their concerns and priorities
- Create a phased approach: to mitigate risks and address concerns about disruption and history of failed attempts
Handling Skeptism
- Address concerns directly - presenting data-driven evidence to allay concerns and offering personal 1:1 demos
- Building a Coalition of Support: Identified and engaged influential supports - respected figures who could help champion the change initiative»_space; getting their endorsement and enthusiasm
Can you discuss a time when you received constructive feedback that was difficult to hear? How did you respond, and what changes did you make as a result?
In my previous role, I received constructive feedback that I had a tendency to take on too much. While I have high standards and a passion for innovation, I was overextending myself and the team by pursuing numerous opportunities, even when it risked diluting our focus on core strategic initiatives.
Action:
- Prioritization Framework: I developed a rigorous framework to evaluate new opportunities against our strategic goals, potential ROI, available resources, and impact on existing projects. This involved creating a clear set of criteria and a weighted scoring system to objectively assess the value and feasibility of each potential initiative.
- Strategic Planning Sessions: I instituted regular planning sessions with my leadership team to ensure alignment on priorities. We collaboratively assessed new opportunities using the framework, fostering a shared understanding of what we could realistically take on while maintaining focus on our strategic objectives.
- Stakeholder Communication: I improved communication with stakeholders, setting realistic expectations and transparently explaining the rationale behind our decision-making. This involved proactively discussing our strategic priorities and resource constraints, ensuring everyone understood why certain initiatives might be deferred or declined.
Result:
These actions significantly improved our ability to focus on strategic priorities.
Change Resistance & Adoption: Share a time when you faced significant resistance to a change initiative you were leading.
How did you identify the root causes of the resistance, and what strategies did you employ to overcome them and foster adoption?
At Elevance, I led a transformation to consolidate member incentive programs but faced resistance from local markets and product teams due to concerns about losing autonomy, disrupting workflows, and existing vendor relationships.
To understand the root causes, I engaged with them through various channels like weekly work groups, town halls, and anonymous feedback.
Through these interactions, I discovered that the fear of change and loss of control were major underlying factors.
To overcome resistance, I actively acknowledged their concerns and involved them in co-designing solutions through scenario planning workshops.
We developed a phased implementation plan that allowed for gradual adjustment and minimized disruption to their workflows.
We also provided targeted training and support to help them transition to the new platform.
By addressing their specific concerns and involving them in the process, we were able to gain their buy-in and successfully implement the transformation, ultimately achieving our goals of improved member experience and cost savings.”
Self-Awareness & Empathy
Describe a situation where your initial approach to a transformation challenge wasn’t effective.
How did you recognize the need for a different strategy, and what steps did you take to adapt your approach while demonstrating empathy for those impacted?
Early in my tenure at as the Member Experience Leader at Elevance, I led a team tasked with resolving a failed supplemental product launch, a critical issue with significant revenue implications. I
Initially, my collaborative approach was perceived as lacking authority, particularly during this high-pressure situation. When cross-functional progress stalled, I sought feedback from trusted peers and realized that I needed to strike a balance between empathy and accountability.
To demonstrate empathy, I actively listened to the other team’s concerns, acknowledging the stress and challenges they were facing. I offered additional resources and support where needed, ensuring they felt heard and understood.
Simultaneously, I set clear expectations and held individuals accountable for their deliverables. I fostered collaboration by involving the team in developing the recovery plan and empowering them to take ownership of their roles.
This adjusted approach improved team morale and productivity, enabling us to successfully address the debit card issue and mitigate the potential impact on the company’s star ratings. By balancing empathy with clear expectations and accountability, I was able to navigate a challenging situation and deliver positive results.”
Persuasion & Influence:
Imagine you need to secure buy-in from a skeptical executive team for a major transformation initiative.
How would you craft your message to resonate with their priorities and concerns, ultimately persuading them to support your vision?
Understand the Stakeholders: I would thoroughly research each executive’s priorities, concerns, and communication styles. I would also leverage my network to gain insights into their perspectives and decision-making processes. This would allow me to tailor my message and approach to resonate with each individual.
Build a Compelling Case for Change: I would build a data-driven business case that clearly articulates the need for transformation, aligning it with Genesys’ strategic goals. This would include quantifying the expected ROI, highlighting industry benchmarks, and showcasing the potential risks of inaction. I would also enlist the support of influential senior leaders to champion the initiative.
Proactively Address Concerns and Mitigate Risks: I would anticipate potential objections and develop a comprehensive risk mitigation plan. This would involve transparently communicating the challenges and outlining specific actions to address them. I would also propose a phased implementation approach to minimize disruption and allow for adjustments based on feedback.
In the context of Genesys, what do you see as the key arguments for investing in transformation, and how would you frame them to appeal to different stakeholders?
To secure buy-in, I’d first ensure the transformation aligns with the executive vision, whether it’s growth, profitability, or market share. Then, I’d identify specific areas for transformation – technology, processes, talent, or business model – and prioritize them based on their potential impact.
To appeal to different stakeholders, I’d tailor my message to their priorities. For example, if the CEO is focused on growth, I’d emphasize how the transformation will enable new revenue streams or expand into new markets. For a CFO concerned with profitability, I’d highlight cost savings and efficiency gains.
In my previous role at Elevance I successfully secured buy-in for a digital transformation initiative by tailoring my communication to each stakeholder’s priorities.
For the CEO, I focused on how the transformation would enable us to reach new customers and increase market share.
For the CFO, I presented a detailed financial model demonstrating the cost savings and ROI of the project.
As a result, we secured the necessary funding and resources to execute the transformation, which ultimately led to a 15% increase in revenue and a 10% reduction in operating costs within two years.”
Change Fatigue: In large organizations like Genesys, change fatigue can be a significant barrier to transformation.
How do you assess the level of change fatigue within an organization and
what strategies do you use to mitigate its impact on transformation initiatives?
**Change fatigue is a real concern in large organizations like Genesys, and I’ve seen firsthand how it can hinder transformation efforts. I assess change fatigue through a combination of quantitative and qualitative measures:
Quantitative: Tracking metrics like employee engagement surveys, turnover rates, and productivity levels can reveal trends that indicate fatigue.
For instance, a decline in survey scores related to “willingness to embrace change” or an increase in absenteeism can be red flags.
Qualitative: Engaging in open dialogues with employees through **focus groups, skip-level meetings, and informal conversations **helps me understand the underlying reasons for fatigue.
Are they overwhelmed by the pace of change?
Do they feel a lack of control or understanding of the changes?
This qualitative data is crucial for tailoring our response.
To mitigate change fatigue, I employ several strategies:
Strategic Communication: Transparent and frequent communication about the “why” behind the changes is essential. I’d ensure employees understand how each change aligns with the company’s vision and how it benefits them individually.
Phased Approach: Breaking down large transformations into smaller, manageable phases allows employees to adapt more easily and see progress. It’s important to celebrate small wins along the way to maintain momentum.
Empowerment and Involvement: **Involving employees in the change process **helps them feel ownership and reduces resistance. This could include creating cross-functional teams, soliciting feedback, and recognizing contributions.
Training and Support: Providing adequate training and resources to help employees adapt to new processes and technologies is crucial. This could involve workshops, mentoring programs, or even external coaches to help employees navigate the transition.
Flexibility and Adaptation: No transformation plan is perfect. Being open to feedback and willing to adjust the course when necessary is key. This demonstrates that we value employee input and are committed to making the change process as smooth as possible.
Employee Empowerment: You mentioned empowering employees during transformations.
Can you elaborate on specific techniques you’ve used to encourage employee participation and ownership in change initiatives?
I focus on creating a sense of ownership and shared purpose through several key strategies:
Transparent Communication: I ensure employees understand the “why” behind the change, how it aligns with the company’s goals, and how their individual roles contribute to the bigger picture. This transparency builds trust and reduces anxiety.
Early Involvement: I involve employees early in the process, seeking their input and ideas. This could be through workshops, surveys, or even informal conversations. Their insights often lead to better solutions and greater buy-in.
Cross-Functional Teams:** I create teams with diverse skill sets and perspectives.** This fosters collaboration, **breaks down silos, **and empowers individuals to contribute their unique strengths.
Recognition and Rewards: I celebrate successes, both big and small, and recognize individual and team contributions. This reinforces positive behaviors and motivates employees to continue their engagement.
Continuous Feedback Loops: I establish regular feedback mechanisms, such as surveys, town halls, and one-on-one meetings. This allows me to address concerns, gather ideas, and make necessary adjustments to the transformation plan.
For example, at Elevance Health, I led a member engagement transformation that involved consolidating multiple incentive programs. To empower employees, I created a cross-functional team representing different business areas. We held regular workshops to gather feedback, brainstorm solutions, and co-create the implementation plan. This collaborative approach not only led to a successful implementation but also increased employee satisfaction and engagement.
Conflict Resolution:
Transformations often involve conflicts between different stakeholders or teams. How do you approach conflict resolution to foster collaboration and maintain a positive working environment?
Conflict is a natural part of any transformation, and I view it as an opportunity for growth and innovation. My approach to conflict resolution is rooted in open communication, empathy, and a focus on shared goals.
Open Communication: I encourage all parties involved to** express their concerns and perspectives openly and honestly**. I create a safe space for dialogue, ensuring that everyone feels heard and understood.
Active Listening: I actively listen to each perspective, seeking to understand the underlying interests and needs of each stakeholder. This helps me identify common ground and potential areas for compromise.
Empathy: I strive to understand the emotions and motivations behind each stakeholder’s position. This allows me to build rapport and** find solutions that address both the rational and emotional aspects of the conflict**.
Focus on Shared Goals: I remind everyone of the shared goals of the transformation and how the conflict is impacting our progress. By focusing on the bigger picture, we can often find solutions that benefit everyone involved.
Collaborative Problem-Solving: I facilitate collaborative problem-solving sessions where all parties work together to generate and evaluate potential solutions. This approach empowers everyone to contribute and fosters a sense of ownership in the resolution.
Mediation and Facilitation: If necessary, I act as a mediator or facilitator to help guide the conversation and** find common ground.** I may also bring in neutral third parties to help resolve particularly complex or sensitive conflicts.
Follow-Up and Evaluation: After a resolution is reached, I follow up to ensure that the agreement is being implemented and that the conflict has been truly resolved. I also evaluate the conflict resolution process to identify lessons learned and improve our approach in the future.
For example, at Elevance Health, I faced a conflict between the sales and marketing teams regarding the launch of a new product. The sales team wanted to prioritize a quick launch to meet revenue targets, while the marketing team wanted more time to develop a comprehensive marketing campaign. By facilitating open communication and focusing on the shared goal of a successful product launch, we were able to develop a phased approach that satisfied both teams’ needs. The product launch was ultimately successful, exceeding our revenue targets and generating positive customer feedback.
How do you build high-performing teams?
“I build high-performing transformation teams by focusing on four key pillars:
Trust and Safety: I create a psychologically safe environment where everyone feels comfortable sharing ideas, challenging assumptions, and learning from mistakes. This fosters innovation and collaboration.
Empowerment and Accountability: I empower team members to take ownership of their work, providing the support and resources they need to succeed. I also hold them accountable for delivering results and achieving our shared goals.
Growth and Development: I invest in continuous learning and development, both formally and informally. I lead by example, encouraging team members to explore new skills and knowledge.
Recognition and Celebration: I recognize and celebrate individual and team achievements, both big and small. This fosters a positive and motivating team culture.
In challenging times, I double down on communication and support. I ensure that everyone understands the challenges we’re facing, the actions we’re taking, and the progress we’re making. I also offer additional resources and support, such as coaching or mentoring, to help team members navigate stressful.
