Managing and

Succeeding Under
Any Condition
A Change Management Learning
Workshop
Dr. Robert Mangaliman
FACILITATOR

Lead, Engage, Align, Do! (LEAD)

Let’s interpret…
Let’s answer …

• What is change?
• Why do some people resist
change?
• Why is change needed?
What is Change?
• The PROCESS of BECOMING DIFFERENT

• To MAKE the form, nature, content, future course , etc. of

something DIFFERENT from what IT IS or from what it
WOULD HAVE BEEN IF LEFT ALONE
Why Resist Change?
• Risk or fear of change to the unknown

• Loss of connection to others identified with the old way: ‘ Dating

Gawi na ito”

• No role models for the new activity: “Walang magagayahan”

• Fear and or lack of competence to change: “Kaya ko ba yan?

Matanda na ako sa ganito.”

• Feeling and or fear of being overloaded/overwhelmed

Why Resist Change?
• Skepticism and want to be sure the new idea is sound: “ano
yan…magaling ba yan …”

• Hidden agenda among would be reformers: “siya kasi …sabi

ni … pakulo ni …”

• Change might change notion of self

• Fear of loss of status and or quality of life

• Genuine belief it will not work

AJ Schuler
Doctor of Psychology
Leadership and Organization Change Expert
 A LITTLE EXTRA CHANGE
Most people are resistant to change. They
desire improvement but they rest changing their
everyday routine. There’s a problem because, as
leadership expert Max De Pree says, “ we cannot
become what we need to be by remaining what we
are.” To sharpen your talent through practice, you
need to do more than just be open to change. You
need to pursue change – and you need to do a
little bit more than other achievers. Here’s what to
look for and how to focus your energy to get kinds
of changes that will change you for the better:
• Don’t change just enough to get away from your
problems – change enough to solve them
• Don’t change your circumstances to improve your life –
change yourself to improve circumstances
• Don’t do the same old things expecting to get different
results – get different results by doing something new.
• Don’t wait to see the light to change – start changing as
soon an you feel the heat.
• Don’t see the change as something hurtful that must be
done – see it as something helpful that can be done.
• Don’t avoid paying the immediate price of change – If
you do, you will pay the ultimate price of never
improving.
 “You can only do your
best if you are continually
seeking to embrace
positive change.”
- Talent Is Never Enough
Framework for Change

Set the Stage Decide and Do What to Do

(Lead) (Engage)

DepEd

Make it Happen Make it Stick

(Align) (Do)
Set the Stage (Lead)
• Create a Sense of Urgency
Help others see the need for change and
the importance of acting immediately

• Pull Together the Guiding Team

Make sure there is a powerful group guiding
the change

(How)Competencies needed: leadership

skills, credibility, communications ability,
authority, analytical skills, a sense of
urgency
Decide What To Do (Engage)

• Develop the Change Vision and

Strategy

Clarify how the future will be different

from the past, and how to make that
future a reality
Make It Happen (Align)

• Communicate for Understanding and Buy In

Make sure that many understand and accept
the vision and strategy

• Empower Others to Act

Remove barriers as possible

• Produce Short Term Wins

Create some visible, unambiguous successes

• Don’t Let up
Make It Stick (Do)

• Create a New Culture

Hold on to the new ways of behaving

Make sure they succeed until they become

strong enough to replace old traditions
Communication
Plan

Lead, Engage, Align, Do! (LEAD)

 Let’s Share!

How will you introduce changes or

innovations in your school?
Communicate Change

• Any change in the organization must be communicated

properly to ensure buy-in and eventual implementation of
any new program.

• The Results - based Performance Management System

(RPMS) intends to bring about change in the way we assess
our performance and competencies to become better
public servants.
Communicate Change
The overall tagline for all Human Resource &
Organizational Development (HROD)
interventions is “EduGaling tungo sa
Edukalidad.” This speaks of the ultimate
objective of achieving quality in basic
education through effective and efficient
strategic planning, performance
management system and total quality
management.
Communication Framework in the
Implementation of RPMS at DepEd

Outcomes
Communication
Objectives to
Support Project DepEd personnel
Objectives and teachers
have become
Project Communication more Impact
Challenges Increase awareness Communication knowledgeable
Objectives
and understanding Intervention and skilled in the
of DepEd personnel Alignment of
use of RPMS individual
Improve Lack or absence on RPMS as a
of buy-in of Mount advocacy employee’s
performance management tool
goals with
management RPMS for performance and communication DepEd personnel DepEd’s
system of planning, control campaigns thru and teachers strategic goals
DepEd and improvement face-to-face have internalized
Negative attitude meetings, internet, their roles as
personnel and
teachers newsletters, etc. partners of Accountability
Improve skills in management and is recognized
Lack of skills in using RPMS through through
using RPMS co-employees in
capability-building, Conduct regular improved
meeting culture of
mentoring and training on the use organizational
of RPMS performance.
coaching performance
goals
LEAD Change

• RPMS wants to adopt Lead, Engage, Align and Do (LEAD) as

its specific tagline to show results in everything that a
DepEd employee or teacher does.

• We therefore would like to launch

DepEd goes RPMS:

Lead, Engage, Align and Do! (LEAD)

Ito’y EduGaling tungo sa Edukalidad.

Why LEAD?

• L – Lead co-employees or co-teachers through change by

inspiring and influencing them to understand and
appreciate the new RPMS

• E – Engage and get involved in the new RPMS. Read

information materials and attend orientation seminars to
further understand how the new system works.
Why LEAD?

• A – Align everything that you do with the institutional

direction of DepEd to achieve its goals and strategic results.

• D – Do what is required of you to do through individual

planning, consultations with the supervisor and
coordinating with co-employees or co-teachers and get
evaluated and rewarded for a job well done.
What are the communication
objectives of the RPMS LEAD
Program?
• Increase awareness and understanding of DepEd officials
and personnel on RPMS as a management tool for
performance planning and improvement; and

• Improve skills in using RPMS through capability-building,

mentoring and coaching.
Who Are Our Audiences?
DepEd officials, regional directors
and supervisors who are expected
to champion RPMS; and
DepEd employees and
teaching personnel to
understand and appreciate
the importance of RPMS as a
means to assess their
contributions to the
attainment of DepEd mandate
and organizational goals.
What Are Our Key Messages?

• RPMS is needed to align individual employee’s goals with

the strategic goals of DepEd;
What Are Our Key Messages?

• RPMS is designed to ensure a fair and objective way of

assessing individual performance based on agency targets
and recognize meritorious performance with a rewards and
incentives system such as productivity bonus, scholarships,
training and development;
• RPMS shall recognize the important role of employees and
teachers in meeting the DepEd mandate and organizational
goals.
What are the communication
activities of the RPMS LEAD Program?
• Based on the communication objectives, audiences and key
messages, RPMS will be implemented through the following
communication activities:

- Briefing with DepEd leadership through consultation

meetings
- Announcement of the new RPMS and its overall
tagline through circulars, memos or emails
- Solicitation of support and designation of RPMS
Focal Persons meetings, emails, circulars and
memos
- Briefing with the TWG through presentations
What are the communication
activities of the RPMS LEAD Program?

• Training workshops

• Media blasts and campaigns

• Simple launching

• Road show cascades

Assignment: (per district)

1.Training Design
2. Re-Entry Plan for the Roll-out
 TRAINING OF TEACHERS & SCHOOL PERSONNEL FOR RESULTS-BASED PERFORMANCE
MANAGEMENT SYSTEMRE-ENTRY ACTION PLAN

DISTRICT: _______________________________
OBJECTIVE :To roll-out the RPMS system in the district down to the school level by the end of June 2014

STAGES PERSON/S TIME FRAME RESOURCES BUDGET SUCCESS

INVOLVED NEEDED REQUIREMENTS INDICATORS

DISTRICT TRAINING OF
TEACHERS

SCHOOL ORIENTATION/
ROLL OUT

POST ROLL-OUT

TOTAL

Prepared by Recommending Approval Approved:

________________________ ___________________________ __________________________

District Supervisor Assistant Schools Division Superintendent Schools Division Superintendent
Think about this…..

“People don’t resist change.

They resist being changed!”
Peter Senge