Executive Session Leading During Times of Change NV.pptx

"Executive Session Leading During Times of Change" refers to the role and strategies that executive leaders must employ during periods of significant change or transition within an organization. An executive session is a confidential meeting or gathering of key decision-makers—typically senior leaders, board members, or executives—where they discuss sensitive or strategic matters that impact the organization.

When leading during times of change, an executive session becomes even more critical for several reasons:

Navigating Uncertainty: Change often comes with uncertainty, and the leadership must come together to align on vision, values, and strategy during these periods. The session allows leaders to discuss the challenges they are facing, how to communicate effectively with stakeholders, and ensure that their decisions are in the best interest of the organization.

Decision-Making and Alignment: During change, it’s essential for leaders to make swift yet thoughtful decisions. These sessions allow for in-depth discussions to ensure all key leaders are aligned on the goals and strategies moving forward, which is crucial to avoid fragmentation and confusion.

Addressing Resistance: Change can bring resistance from employees, partners, or even board members. These sessions provide a platform for addressing concerns, brainstorming solutions, and reinforcing commitment to the change process.

Building Trust and Confidence: In times of change, there’s often a need for leaders to set the tone, demonstrate transparency, and maintain confidence among stakeholders. Leading in these sessions helps reinforce trust through clear communication and the collaborative decision-making process.

Strategic Planning: Leading during change often involves revisiting and refining the organization's strategy. These sessions give executives the time to reflect on how the change will impact the organization's mission, vision, goals, and operations.

In essence, "Executive Session Leading During Times of Change" is about guiding the organization through the complexities of transformation, ensuring unity, and making strategic decisions that will help the company emerge stronger post-change.

1. EXECUTIVE COACHING SESSION 3 LEADING DURING TIMES OF CHANGE Developing the Skills to Navigate Change and Manage Conflict Date: Wednesday, July 9th, 2025, | 4:00 PM Location: 109 S. 13th Street, Unit 3N, Philadelphia, PA 19107 Presented by: Greg DeShields, GDC, LLC

2. TODAY’S SESSION OVERVIEW

3. KEY TAKEAWAYS SESSION 2 SHARPENING COMMUNICATION SKILLS Obama's Communication Techniques: Summary Message Analogies Vulnerability Humor Communication Styles: Assertive Aggressive Passive Passive-Aggressive Tailor communication to your audience TOOLS FOR INSPIRING ACTION SCARF Model: Status Certainty Autonomy Relatedness Fairness SBI Model: Situation Behavior Impact EMPATHY Understand and share the feelings of others

4. RECAP SESSION 1: SELF-AWARENESS Objective: Identify Leadership Strengths, Values, And Style Outcome: Personal leadership profile for authenticity and resilience *********************************************************** SESSION 2: COMMUNICATION Objective: Inspire action and build trust Outcome: Tailored strategies for diverse stakeholders

5. CONNECTING THE DOTS

6. SESSION 3 AGENDA

7. The KUBLER-ROSS CHANGE CURVE is a model that describes the emotional stages people go through when experiencing change. It has since been adapted for use in organizational change management and personal development. Shock/Denial : Initially, people may refuse to accept the reality of the change, feeling numb or in disbelief. Anger : As the change sinks in, people often feel frustrated, angry, or resentful about the situation. Bargaining : Individuals may try to make deals or compromises to reverse or minimize the impact of the change. Depression : This stage involves feelings of sadness, helplessness, or loss, as people come to terms with the change. Acceptance : Finally, individuals reach a state of acceptance, where they begin to embrace and adapt to the change.

8. The BRIDGES' TRANSITION MODEL is a framework developed by William Bridges to help understand and manage the human side of change, emphasizing the transition process people undergo during change. Ending, Losing, and Letting Go : This is the first phase of the transition where individuals must let go of old ways, roles, or identities. Effective leadership during this phase focuses on acknowledging these losses and helping people process the changes. The Neutral Zone : The second phase is the "in-between" phase. Individuals are no longer attached to the old way but have not yet fully embraced the new way. Leadership in this phase should encourage experimentation, offer support, and allow time for people to adjust. The New Beginning : The final phase is when individuals begin to embrace the new changes. They form new identities, learn new skills, and develop a sense of commitment to the change. This phase requires leaders to provide clear communication, and help people feel confident in the new ways of working.

9. SESSION 3 AGENDA

10. CHANGE (EXTERNAL): events, situations, or conditions that occur, often initiated by an organization or external factors. It is tangible, measurable, and usually involves a shift in processes, structures, or technologies. Focus : Change is about the "what" is happening — the objective or visible alterations in the environment, job roles, or tasks. Leadership Role : Leaders must communicate the change, outline the reasons behind it, and set clear expectations about how the change will impact operations. TRANSITION (INTERNAL): process individuals go through as they adapt to and emotionally deal with the change. It involves the psychological journey that people experience as they process the emotional impact of the external change. Focus : Transition is about the "how" individuals experience change letting go of the old, navigating the uncertainty of the neutral zone, and embracing the new . Leadership Role : Leaders need to manage the emotional side of the transition by providing support, offering reassurance, and facilitating communication. External (Change) What Happens externally the event or situation. Internal (Transition) How People React emotional and psychological process as they adjust to the change. CHANGE (EXTERNAL) AND TRANSITION (INTERNAL)

11. UNDERSTANDING CONFLICT STYLES

12. COMMUNICATION TOOL THE CLEAR FRAMEWORK

13. REFLECTION & COMMITMENTS

14. EXECUTIVE COACHING SESSION 3 LEADING DURING TIMES OF CHANGE Developing the Skills to Navigate Change and Manage Conflict Date: Wednesday, July 9th, 2025, | 4:00 PM Location: 109 S. 13th Street, Unit 3N, Philadelphia, PA 19107 Presented by: Greg DeShields, GDC, LLC