Path to Change

Leaders can make change easier

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THE CURRENT ECONOMY has created an unprecedented need for companies to adapt and change. From the big automotive companies to Wall Street to small Main Street businesses, this is no time for “business as usual.”

To succeed, companies big or small will need leaders who can support and manage the necessary change successfully. Resilient teams get through tough times because they have leaders who are effective in getting their teams off the dime with focus, creativity, commitment and alignment (everyone rowing in the same direction), and actively engaged in problem solving and “making it happen.”

Harvard change management guru John Kotter, in his book, “A Sense of Urgency”,  equates leading successful change with the ability to establish a sense of urgency with employees. As a coach I know by experience that behavior change doesn’t happen easily. Most humans resist change unless they have a compelling reason to change, or put another way, until the pain of not changing exceeds the pain of changing. Leaders who establish urgency around workplace changes provide an incentive for people to act now versus acting when it’s convenient or “when I can get to it.” In this economy, embracing and acting on this urgency may well define the difference between success and failure.

Here are some coaching tips to help bosses manage change:

Let your team know what’s at stake. Being candid and straightforward about current challenges will help you to maintain loyalty, trust and commitment — people both deserve and appreciate honesty. Be forthcoming about where things stand and what will happen if the change doesn’t happen. Communicate the vision, focus and plan for how the business will move forward. Let employees know a) they are an important part of that plan, b) what their part is, and c) that success depends on everyone doing their part.

As the boss, behave like you mean it. In other words, walk your urgency talk and be the model for what you are asking others to do. Your people will be watching you closely to see if your actions are aligned with your words. How you spend your day-to-day activities must be congruent with what you have asked of your team. If you are asking your team to work extra hours, expect skepticism and resistance if you aren’t in there with them.

Bring your team together for a problem-solving session. People are naturally more supportive of change they were involved in developing. Harness their collective wisdom, skills and experience. Re-emphasize the fundamentals or core values of what your team (or company) does best. When identifying who will be doing what, capitalize on and leverage the strengths of your team members. Identify and prioritize projects that will generate the most value and benefit to the company. Have the team also identify any broken, costly or inept procedures and processes so these can be eliminated.

Rally your key influencers (those who can bring people together to get it done) and don’t put up with those who put up roadblocks to the necessary change. Successful change requires all hands on deck to win; deal with naysayers directly.

Engage their hearts and minds. Sadly, according to a Gallup poll, a mere 29 percent of the U.S. workforce is engaged (i.e., loyal, enthusiastic and productive), while 55 percent are passively disengaged. Don’t rely on the numbers or the business case to move people. Humans have emotional needs. While people need to see and understand the need for change to be inspired and moved, they also need to feel the need for the change. As the leader, how you show up emotionally matters.

Help your team see how to make lemonade from all those lemons! It’s easy to get sucked into the negativity, doom and gloom. Help your team reframe the current scenario by identifying strengths to capitalize on and market opportunities that can be taken advantage of (vs. business as usual or continuing to ignore market opportunities due to bureaucracy). Encourage out-of-the-box thinking. Putting everyone’s head in the game often can lead to creative and winning solutions.

Recognize achievement and short-term wins to build momentum. Find a way to measure and acknowledge even the small successes. Don’t overlook the importance of verbal recognition. Tell your people that you recognize how hard they are working and that you appreciate what they do.  My executive coaching services are available to help you manage change more effectively.  Invest in yourself with my services by calling 360 682 5807.  I regularly coach via Skype anywhere in the world.

Tough Times Define Leaders

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TOUGH TIMES often define leaders. There is a big difference between managing and leading. Leaders provide direction, the road map for change and inspiration for even the most difficult journeys. The most effective leaders are good at influencing others — often with their contagious passion. They motivate us to do our best by engaging our minds and hearts in their vision of a preferred future.

Difficult times tend to distinguish great leaders from the mediocre ones. When the going gets tough, the best leaders rely on clear, deliberate and inspiring communication rather than a “command and control” management style. They know that bullying and punishment rarely result in sustainable performance improvement and more frequently result in good people simply leaving. The most effective leaders instill confidence with their solid judgment, integrity and setting clear direction and expectations. During trauma, drama and chaos, they discern priorities and rally the troops with best strategies for solution.

Guidelines for leaders during difficult times:

  • Challenge your perspective and assumptions. If you aren’t confident that you know what is going on in the layers below you, find out — directly and personally. This is not the time for tunnel vision or relying solely on those who keep telling you everything is fine. This could be as simple as managing by walking around. Get input from everyone — especially the front line. Employees will be more motivated to do their best when they identify their leader’s willingness to be in the trenches with them. Getting out there can provide valuable insight into current challenges and opportunities for improvement. Consider bringing employees together to identify what their outlook is and their challenges and potential solutions. And don’t forget the customers — ask them how your organization is doing.
  • Revisit the company’s vision and strategies and revise them if necessary to meet conditions. The only constant is change; being adaptive and communicating change effectively within the organization remains a key management skill. Communicate authentically and frequently. Be straightforward and transparent. Avoid hidden agendas and sugarcoated messages — adults can handle reality.
  • Use the current condition to challenge “business as usual.” Tough times present excellent opportunity for change. Address traditional and outdated policies and procedures, including “minor” challenges that employees and customers have been requesting you fix. Get rid of the minutiae that get in your people’s way of success. Challenge the organization to find ways to make life easier for everyone. Seemingly small improvements frequently result in big payoffs.
  • Proactively identify and support those who demonstrate both the ability and willingness to take creative initiative and lead in tough times. Managers and employees who challenge the status quo while demonstrating they can inspire others while doing so are solid-gold keepers. Support, promote and enhance the skills and capability of these critical resources. These are the people whom senior leaders should be making an extra effort to acknowledge, retain and protect.
  • Identify what — or who — is part of the problem and what is part of the solution. Act accordingly.
  • Demonstrate appreciation for even small efforts and contributions. Most employees will respond by giving you their best if they know you are noticing and appreciating their hard work.

·  Like it or not, it’s often during really tough times that difficult decisions (finally) get made. Leaders who bury their heads in the sand or hide out in their offices frequently find themselves with greater problems and in the end can fail everyone.

Business Crisis Strategy

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Many senior leaders are under extraordinary pressure. It’s lonely at the top, and employees are looking to their leaders for inspiration, direction and protection.

The stakes are high. How senior managers lead in these difficult times can be the difference between the organization failing, surviving or thriving.

C-level executives are the final decision makers; they have ultimate authority and responsibility for meeting internal and external challenges. Strategy — what businesses (and their people) put their attention on — will define success or failure.

As an executive coach, I observe many leaders. The best “strategic” leaders stand out because they:

  • Anticipate the future, keeping the organization agile and “nimble” and effectively adapting and sponsoring change to meet shifting challenges/ opportunities.
  • Develop strategy that balances long-term goals with immediate organization needs.
  • Leverage, engage and empower (not inhibit!) human capital to operate at its full potential.
  • Develop and communicate a clear plan with priorities and course of action (providing a “rudder” for navigating stormy seas).

Here are some of my coaching suggestions to help senior leaders successfully chart the course ahead:

  • Develop strategy to maximize and support your existing resources. Identify key internal resources (those with a track record in meeting challenges, with the necessary leadership and critical skill sets) and external resources (customers, consultants and supplier/service relationships). What would the impact be if you lose your top salesperson, your largest customer or if your key supplier goes out of business next week? Your plan should address how you will retain and build credibility with key staff and customers. Deliver clear messages to help you stand out in the marketplace (and keep customers loyal). Make sure to include contingencies in your plan.
  • Provide focus. Make sure your people are working on the “right” priorities. As a coach, it astonishes me how many bosses are unaware of what their employees spend their day-to-day time on. Find out. Have your reports define what they do, including what and how they prioritize their work. Make sure they are aligned with current strategy, then support them in achieving prioritized goals.
  • Help staff deal appropriately with escalating stress levels. Consider tactics such as a “state of the union” company meeting or offering professional conflict resolution training. Many competent managers I coach confide in me they are ill-equipped to deal with the trauma/drama involved with today’s emotional, stressed-out employees and customers. They need tools and techniques to “de-escalate” themselves and upset customers or coworkers.
  • Avoid knee-jerk reactions. Think strategically; cut back smartly and continue to invest wisely. Strategic leaders understand the importance and impact of continued investment in critical areas such as IT, R&D, motivating employees and effective leadership/employee development. These are still (and will always be) key success drivers. Broad-brush layoffs should be a last resort as most companies have a significant investment in their human resource capital. Layoffs are often counterproductive. While they may appear to solve short-term financial problems they often create a climate of uncertainty for remaining staff and customers.
  • Respond to new business opportunities as a result of current market conditions. The present crisis is an extraordinary opportunity for those well-positioned to capitalize on opportunities — but only for those who have their eye on the big picture.
  • Reward and motivate your best; view them as a resource to be leveraged vs. a “cost” to be reduced. Keep talent engaged, inspired, supported and appropriately rewarded, or risk losing them. My coaching phone is ringing with uninspired and unsupported talent (most who haven’t told their bosses they are leaving) because they feel unappreciated, “hung out to dry” or underutilized. Times like these present a unique opportunity to either “poach” talent away or to secure talent that isn’t typically available. The best are rarely (if ever) “out in the streets,” even during tough times like these. Top performers understand their value and will find an environment where they can succeed. Recognize that losing talent often equates to losing key company knowledge and customer relationships.
  • Clarify for those worried about “job security” how you measure success. In the end, the best job protection is generating value in excess of the expense you carry. These days organizations can’t afford to carry “dead wood,” “coasters” or “pretenders.”
  • Get support. Find someone to talk to about doubts, fears and overcoming challenges. Executive coaches can provide support, an objective perspective and insight to help increase the probability for success. The best will help you figure out how to focus strategically and get out of your own way.

Wise leaders use external executive coaches as an objective sounding board and for competent guidance with the people challenges they face–I  help leaders anywhere in the world via Skype – call me  360 682 5807.

De-stress at work

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American workers are more stressed out than ever. The American Psychological Association just released its annual “2008 Stress in America” poll and the findings aren’t surprising — the economic downturn is taking a physical and mental toll. Half of Americans surveyed say they are increasingly stressed about their ability to provide for their family’s basic needs. Fifty-three percent report fatigue, 60 percent report feelings of irritability or anger, and 52 percent report difficulty sleeping as a result of stress.

All this stress obviously affects American workplaces, particularly morale and productivity. Short fuses dramatically increase the potential for problematic or dysfunctional behaviors that affect everyone from upper management and co-workers to customers.

Managing stress is vital to overall workplace and employee health. Here are some suggestions for what you can do to cope better:

  • Pay attention to your body’s stress signals. Holding your breath, rapid heart rate, stomach in knots — muscle tension is your body’s way of trying to tell you something. Identify your best “self soothing” strategy when you recognize these signs. For many, deep conscious breathing (belly breathing) helps, not the shallow breathing most of us do when we are in pain or in stress.

Your breath is always with you, so deep breathing is a technique you can always count on.

Other strategies like meditation or listening to relaxing music can help “ground” you.

  • Take care of yourself, physically and mentally. Stay active. Exercise releases endorphins, which make us feel better, and is a proven way to reduce stress. Find ways to “chill” — yoga, watching a funny movie, etc. For those who can pull it off, taking a short catnap can do wonders.
  • Surround yourself with positive people and reminders of the “what matters” in your life. Avoid those who are vexations to your spirit and cause you unnecessary stress.
  • Disconnect from the stream of constant bad news. If you find yourself obsessively checking your 401(k) balance or the plummeting stock market — stop! Keep perspective; focus on what you can control and avoid fretting about what you can’t.
  • Tough times like these frequently mean we are being asked to do more with less. Coach’s tip: give up “perfectionism.” Ask your boss to prioritize your work load; if your boss drops additional work on you, ask what part of your normal work load you can give up to accomplish the new task.

If saying no is a problem for you, get some coaching help. Trying to do it all is a never-ending hamster wheel.

  • Plan. Planning helps lessen being overwhelmed by providing focus and control in your workday. Start each work day by creating your “to do” list and prioritize those tasks that must get done. Knock these out when your energy is high (for most, this is in the morning).
  • Remember humor and fun are good for the workplace. Researchers from California State University Long Beach determined that people who have fun at work are more creative, more productive, work better with others and call in sick less often. Enjoyable activities are good for team building and effective stress relievers.
  • Get enough sleep. Stress and fear release cortisol and adrenaline, which increase heart rate, making it difficult for many to sleep. Another good reason to exercise: it will help you sleep better.
  • Find support. Friends, family or a therapist can provide emotional support to help you through the most difficult times. Industry and professional associates can provide community and shared experiences. Professional coaches can help you get unstuck, navigate through difficult times and provide unbiased perspective.

In the midst of a crisis, we look to our leaders to provide calm, order and direction. See next week’s column for tips on leading during turbulent times.

Managing With Sensitivity

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Managing and leading during tough times can be very difficult (and, let’s face it — at times, downright awful).

During these hard times, the “heart” in leadership matters greatly.

Emotions are running high; fear, anxiety and anger are a given with layoffs. Rumors are flying. Telling an employee he or she no longer has a job is gut-wrenching — no matter the reason or circumstances.

Though there is no perfect way or words to use, there are ways to make this daunting task both intentional and considerate. Here are a few:

Communicate: Proactive, consistent and genuine communication during tough times and potential layoffs is imperative — do it early, often and with candor.

Avoid sugarcoating the truth. Whenever possible deliver difficult messages in person.

Prepare for a difficult conversation: Choose a location that offers privacy and avoid distractions (no cell phones, PDAs or computer screens).

Be prepared to answer questions such as:

  • Who made the decision and how was it made?
  • Who else will be let go?
  • What are my options at this point (i.e., are there other jobs or outplacement resources available)?

Share with those being laid off how much you have appreciated working with them and acknowledge them for their contributions. Offer positive suggestions for moving forward, including detailing outplacement resources available to them.

Be empathetic: Deliver the message calmly with compassion and sensitivity. Be straightforward and clear while being sensitive to the employee’s emotions and reactions.

Acknowledge the obvious — that this is difficult news to hear and give. Convey empathy around the employee’s feelings and situation.

If the employee loses control of his or her emotions during the meeting, suggest a break, offer him or her the rest of the day off or see if you can call someone to come pick him or her up. Use self-soothing strategies (taking deep breaths can help) to calm yourself.

Provide emotionally intelligent leadership for the “survivors”: Don’t be emotionally tone deaf to the anguish or stress of your people.

Layoffs, or downsizing, has a dramatic impact throughout the organization. It’s easy to forget that “survivors” are affected as well. They are saying goodbye to friends and trusted colleagues whom they respect and care about and often have feelings of guilt or anxiety about their futures. Losing staff typically also means big changes in how survivors will do their work.

Bring your team together to talk about how they feel (be respectful to those who may not want to talk about it) and be accessible for people to come to you about their concerns. Be sensitive and allow them time, space and support they need to heal.

Expect productivity to go down for a while: Be conscientious around setting reasonable expectations and pace in light of the changes made.

Refocus resources and redefine priorities — and where possible streamline processes and work flow. The survivors will be justifiably concerned about a) how much work there is to do, b) are they up to new tasks they may need to absorb and c) will they have the time/energy to complete them. Reclarify expectations moving forward and your commitment to supporting their efforts moving ahead.

Focus on rebuilding trust: Trust has been lost during a layoff — count on it. As a leader, you will need to put extra emphasis on building it back up again.

Go back to basics: Reconfirm the vision and core values as a constant that has not changed. Be a truth teller and an adult — don’t ignore reality nor make promises you can’t keep. Be visible and available (don’t hide out in your office!) and understand that every behavior you do and words that you say will be scrutinized.

People in extreme situations need leadership and confidence more than ever. They look to their leaders for cues about how they should be responding. True leaders will differentiate from the pretenders during difficult circumstances — they will create safety and demonstrate that they are calm, sensitive and affirming with others even under great stress.

Practice extreme self-care: Managing the pain of others will take a toll on you — both emotionally and physically.

It is during tough times that your people need you the most and you will be no good to them if you are depleted. Find extra support.  As an executive coach, I can help you so you don’t have to “go it alone” (360 682 5807).  I Skype with clients anywhere in the world.