Change Management...Are You Seeing the Trees for the Forest?

Change Management...

Are You Seeing the Trees for the Forest?

Managing organizational change is a strategic initiative, and we look to systems, models and programs to make this challenge more effective for our desired outcome. In my 20 years of helping leaders make positive change, I am continuously reminded of the critical importance of the individual in this process--if the leader wants success. Many years ago Buckminster Fuller wrote about the power of the individual. That power can run in many directions. If you want to see large scale change happen successfully, you cannot ignore the needs or the power of the individual to make that happen.

The first step as a manager is to deal with you. What are your thoughts and feelings about the changes? Did you originate the change ideas, did you have input? What do you personally and professionally stand to gain from the changes? What do you stand to lose? How much patience do you have for the process? What will happen if you resist or do not comply? What will happen if those you work with or supervise do not participate or buy in? Do I share the vision for the change?
Once you explore your own thoughts, understanding and feelings around the changes, there is one more key perspective to consider. How committed are you to supporting your team through the changes?
It is essential to embrace the role of change supporter for others, if you want a successful transition. As a leader to others, your management of the transition with them will be more effectively if you genuinely want to support people through the change. Feigning encouragement or support going through the motions or just using the tools in a perfunctory way, will not be effective, and your underlying true thoughts and emotions will be apparent to your team. If you are excited about the changes or feel fearful and need to get the changes moving, engaging to support others may be more challenging. Still, it's like the old adage with a twist, “pay me now, or pay me more later.”

Once committed, you can move the change process along by recognizing that personal concerns jump in first and most prominently for staff as they encounter organizational change. Here are some questions to dialogue with your staff about, if  you are willing to make it safe for people to respond honestly. If your circumstances preclude you from making it safe, try tossing out the questions for the team members to consider on their own.

• What does this change mean for you personally and professionally?
• What is the first concern or fear that jumps out for you?
• What might you gain from the change?
• What are the losses you anticipate ( relationship connections, status, convenience, etc.)?
• What do you think you will need most from me during the transition, if I could realistically provide it?
• What is one idea you have for making this change most effective?

Regardless of how globally we might  think and plan, one person, who is influential, can start a ground swell of support or resistance. Tending the individual will multiply your power to make positive change.

Connecting the Dots...Accountability and Engagement

In nearly all the work I do in organization development, leadership coaching and training, I hear a demand, or a cry, from leaders for more “accountability.” If you are a Manager, you are likely nodding, at least internally, at this.  “Accountability” is inserted in to strategic goals, leadership programs and discussed at executive team meetings.  Frustrations with lack of follow through, unwillingness to come on board, lower quality work or results than expected, and blame throwing are just some of the reasons driving this focus.  These managerial frustrations are real, and drain energy, time and inject emotional stress in to the workplace.  The area of accountability requires attention and is of genuine concern when it comes to organizational results, productivity, and future growth. We need and want employees to own their work, take responsibility, do what is expected and produce results. 

There is a side of this issue, however, that we sometimes ignore in our fervency to make the world around us more accountable.  Part of the issue is that when we start asking what people mean by accountability, the definitions vary widely.  More often than it should, the definition comes down to people are not doing what I want them to do. That is a manager issue.

Take a close look at where you hear strong messaging around the need for accountability, and you will likely find lower than desirable engagement scores.  What can happen is that management wants people to be more accountable, but ironically shifts the responsibility for that off their own leadership.  A key responsibility here is to be an effective manager who has earned the ability to influence others to stay motivated, inspired, competent and committed. 

However, we typically move to compliance, enforcement, or exposing data that might embarrass some into acting as a means to step up accountability.  While these methods have a place and are needed in measure, what managers can do to motivate and inspire their teams gets sadly disconnected from the issue of accountability.  When a person is inspired, motivated and committed, accountability is usually not a big issue (unless integrity is a significant concern). The underlying challenge here is that managers who are stretched thin and doing their best to meet demands and expectations, often do not have the patience or the time to invest in well…managing—helping to create a meaningfully motivating environment where people are valued and encouraged to do their best.  I cringe as I write this because my empathy kicks in, knowing how difficult it can be for managers to focus here, especially with challenging employees, and production or delivery pressures. 

Regardless, it will be well worth the investment in the people management.  Some progressively applied, time tested approaches, which focus on gaining a greater understanding of what truly motivates, inspires, recognizes, and builds competency in your team members, might just drop accountability down closer to the bottom of your leadership to do list. 

JANUARY 28, 2019 7:35 AM

How is Your Focus?

This morning I was looking out my second story window without my glasses. I could see the houses across the the street fairly clearly and a chimney stack on the roof. With blurred vision I could make out what seemed to be a large hawk or vulture sitting atop the chimney, wings slightly opened up in a threatening way. It chilled me. I reached for my glasses to better eye this creepy site, and with clear vision was able to see there were two black birds touching beak to beak in an almost loving way resting on the chimney. It ran home how often our perceptions become cloudy and we insert our fears or judgments into them, causing ourselves and others undue stress. With clarity that comes from being willing to adjust our focus, we may see the best intentions and good in others and our situations. How much time and energy might be redirected on our teams and in our lives if we pause to question or refocus our perceptions? 

 Allison
https://dayone.me/4OMXuzc0

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