Path to Change

Improve Performance Review Process

By

Delivering performance reviews can create a lot of anxiety for many bosses. They tend to put off preparing for them because of the enormousness of the paperwork involved and their discomfort delivering them.

Sadly, reviews are often viewed by managers as a “necessary evil” instead of an opportunity to help staff grow, advance their careers and improve performance (and, therefore, the business.) Performance reviews can be an effective method for bosses to acknowledge and recognize performance and identify and resolve employee role confusion or performance expectation gaps.

Used strategically, they also offer senior leaders a method to identify potential companywide challenges and opportunities.

The success of any company’s performance review process is dependent on top-down sponsorship to ensure cascading support from middle man- agers on down. Middle managers need to understand what is expected of them in delivering reviews. This isn’t likely without senior-level prioritization, clarity of expectations and proper sponsorship.

I work with many senior leaders who espouse that performance reviews are “important” but then fail to set the example by delivering well-executed reviews to their direct reports.

Midlevel managers are unlikely to put much effort into delivering reviews to their people if their bosses either don’t bother delivering theirs or do them at the last minute on the fly.

The first person to deliver a review in the company should be the top leader. This allows senior leaders to model performance review “best practices” to their direct reports and establish strategic goals for the coming year (so these goals can then be implemented into the reviews down the line).

Unfortunately, many companies overburden their managers (many who have large numbers of direct reports to review) with outdated, complicated forms and review processes that require countless hours to complete. Some have literally created internal monsters.

Here are some suggestions for improving the review process.

  • Success starts at the top. Senior leaders need to be actively engaged in the process — establishing reviews as a priority and backing this by providing tools and resources (coaching and training) for managers to deliver them effectively. A key skill in delivering reviews is providing feedback that has the desired effect. Managers aren’t born with this skill — but it is a skill that can be learned.
  • Develop a review process that works for people (simple and consistent). The emphasis should be on the employee versus having to complete monstrous forms. Long, complex review forms with highly subjective criteria can lead to noncompliance and often can defeat the purpose. Collect feedback on the forms/process — ask your people how it works or doesn’t and their suggestions for improving it.
  • Best practice in many companies begins with the employee first submitting a written self-evaluation to the boss. This way the boss doesn’t have to start with a blank sheet of paper. He or she can then add, agree or disagree with the points in the employee’s self-assessment. The boss then “conducts” the actual review (which should be a two-way conversation), exploring and further clarifying areas of disagreement, confusion, gaps and developing the improvement plan.
  • Though reviews by nature tend to focus on the past, they should also include goal setting for the coming year. Top-level managers need to establish goals that get passed to the next level down. Set goals that are “doable,” relevant, measurable and specific — with “by whens” (a date in the future when this should be completed — otherwise there is no “commitment”). Employees should walk out of a review clear about what the “success bar” looks like for the coming year and what kind of support they will be given to achieve it.
  • After the review conversation, task the employee with creating a document that summarizes what was said (and agreed to) in the review. The boss then approves or signs off on the document, which brings the review process to a close. That approach can lessen the paperwork burden for bosses and provide a document to refer to for next year’s review (and coaching conversations along the way).
  • Don’t count on improvement without a plan or follow-up.

To increase buy-in and commitment, involve the employee in the creation of the plan. Then periodically check in with the employee to see how the plan is going throughout the year.

Leading Change

By

A common truth in today’s workplace is, “The only constant is change.” Change comes in many forms — from reorgs to new software and information systems, work flow processes and programs, etc. Many of these initiatives are presented as a method to “make our lives easier” or “make us more efficient.” The jury is still out for many workers on this.

Expectations around all of this change are dramatically different from even a few decades ago. When business owners in 1970 were asked in surveys how they viewed their future, 60 percent anticipated “no change.” Today, a mere 1 percent of businesses surveyed say they anticipate no change in their future.

The concept of “Kaizen” (a Japanese workplace quality strategy designed to constantly improve and eliminate waste) was introduced in the post-World War II era, and businesses today are still riding high on the continuous improvement wave.

What is so striking in today’s workplaces is the sheer volume of those continuous improvement changes and the rate of change to the changes.

While most senior leaders are constantly focused on making continuous improvement changes, far too few of them stop and consider the true systemic impact of these initiatives, why they succeed or fail, and what they can do to improve the success rate.

I counsel leaders to choose their change chits wisely (change fatigue is real), and to recognize that to sponsor change requires dedication, commitment and specific change-management skills and methods. Most managers today are tasked with leading change, but few have the necessary time, attention, commitment, tools or skills to do it effectively.

The truth is corporate America has a poor track record implementing change. According to the McKinsey Quarterly, approximately 70 percent of major change initiatives fail in today’s workplaces.

Another study (Booz Allen Hamilton) reflects similar statistics — with only 25 percent of all change projects being successful while 63 percent are canceled and 12 percent are identified as failing outright. Clearly, leading change isn’t easy.

The majority of my executive coaching clients reflect that managing change is their most pressing challenge.

Here are just a few of the hurdles they face:

  • It’s human nature to resist change. Change can be highly stressful. Most leaders underestimate a) the impact of this stress, b) the intensity of the resistance to change and c) the problems this resistance creates. While it’s true that some are energized (even exhilarated) by change, these individuals are the exception versus the rule. The truth is that most people dislike change — and often react with fear, anxiety, resistance or denial.
  • Nobody addressed “What’s in it for me.” Major change won’t happen without people on board. Too often employees have not been provided with sufficient information and understanding of the intention or expected benefits of the change. Complacency results when a) there is no buy-in by the expected participants, b) consequences for success and/or failure are not understood and c) the stakes aren’t high enough.
  • The “No one asked me” syndrome. Employees are more resistant to change they feel is “done to them” rather than formulated and designed with their input. The biggest mistakes leaders make are not involving the end user and undercommunicating the change. You can bet on this formula: The more surprised people are by change, the greater the resistance.
  • The “Here we go again” reaction. We have all become tired of the typical scenario of “management” making another “flavor of the month” change that in the end won’t stick. Employees learn (because of previous failed attempts at change in their workplaces) that if they wait it out, the change project will often run its course before anyone really holds them accountable to it.
  • Failure to understand change roles. Successful change happens when senior leaders understand how to effectively sponsor change, and those tasked with making the change happen learn how to be an effective agent of change.
  • Failure to look at the big picture. Few organizations take the time to map out their change efforts and realize how the change will affect the whole system.

A push on one side of the system will always cause a bulge somewhere else in the system — the challenge is to identify where and what impact it will have on the organization — short term, long term and systemically.

The good news is I can help! I have solid tools, change management models and insight that can help you beat the odds.  Call me at 360 682 5807 or email:  mmoriarty@pathtochange.com

I coach professionals via Skype all over the world.

 

Leaders can make change easier

By

Currently, there is 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 such thing anymore as “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 has just released a timely book, “A Sense of Urgency.” He 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.

Get help with change.  I can help you with the “people” side of change and coach individuals anywhere in the world via Skype.  Call: 360 682 5807 or email: mmoriarty@pathtochange.com

 

Tips for managing office change

By

There is no “magic bullet” when it comes to effectively leading change. Managing change is a tough and serious challenge — even for the most experienced and highly capable leaders.

Research reflects that well-managed change initiatives frequently have common and fundamental program elements. Here are a few to increase your odds of success:

  • Model the behavior you want. The best leaders lead by example. If you are leading a change effort, know that people are watching you for cues about how they should respond to the change. Senior leaders need to set the pace and tone for others in a positive and realistic way. If you are anxious and dreading the change, you can bet your people will pick up on this and respond accordingly. Anxiety is contagious: The good news is so is energy and enthusiasm.
  • Be adaptive and open to influence. Wise change leaders demonstrate flexibility. They demonstrate a willingness to listen, learn and adapt the plan as necessary.

They understand there is no “one size fits all” and know it’s better to rework the plan than to continue to lead in the wrong direction. They communicate the expectation for feedback (including bad news) and acknowledge the importance of receiving real information (not just what the boss “wants” to hear).

  • Include those whom the change will affect. Savvy leaders of change know that the key to success is seeking the input of the “end users” of the change. They include all those affected by the change, from the time the potential change is being considered, to the design phase and through implementation.
  • Communicate early, consistently and often. Caution: The more surprised people are by the change, the greater the resistance. Keep information about the change constant and flowing from all directions. You can’t overcommunicate when it comes to change.
  • Paint a picture of the desired future. Communicate the vision clearly and concisely while appealing to hearts and minds. Selling a vision that is blurry or confusing won’t work. Keep it simple — no jargon or techno-speak.
  • Be direct and consistent. Be straightforward about the changes and consequences of an expected change. Avoid misunderstandings or sending inconsistent messages and be honest regarding anticipated sacrifices and expected workload that will accompany the change.
  • Create a system that supports real communication. Make it safe for people to tell you how they feel about the change and what is really going on. Allow people a platform to voice their concerns, questions, suggestions or ideas. The last thing a leader of change wants to foster is a “kill the messenger” approach: It’s frequently a deflection or distraction from real issues that need to be resolved.
  • Recognize and celebrate victories and progress along the way. Success begets success; the key is to identify and communicate it. Communicate progress, milestones and successes to reinforce the change and to foster teamwork and camaraderie.
  • Tune into your employee station “WIIFM” or “What’s in it for me?” Tell employees how they will benefit from the change. Acknowledge their sacrifices and provide employees with evidence that the sacrifices they are making are worth it. If it’s so the business stays open and they keep their jobs, say that is so. Be honest about the reasons for the change; your employees will appreciate it and will frequently respond in amazing ways.
  • Be undeniably aligned behind the effort. The larger the organization and scale of change, the more important the consistency of the support from all levels of “bosses” is in the organization. Having all management speaking the same talk and walking the same walk is vital to success. How all managers address expectations, rewards and consequences around the change and with their employees needs to be clear and consistent. Bottom line: What’s shown to be important to the boss is what will become important to the employee.

I can help you with the people end of managing change more effectively.  I coach via Skype anywhere in the world!  Call 360 682 5807 or email: mmoriarty@pathtochange.com

 

 

Re-org with Care

By

Restructuring, strategic redirection, quality programs, work flow redesigns … the efforts at change go on and on in many organizations, but few leaders know how to lead and execute change effectively. (Seventy percent of change attempts fail, according to studies.)

Organizations waste valuable resources by not achieving targeted change goals, including their opportunity to grow and deliver results that may be critical to success. Leaders also lose credibility when their changes go by the “flavor of the month” wayside.

What can be done to improve the odds of developing a change initiative that is ultimately successful? One key is effective sponsorship (particularly for complex, large-scale change programs that affect the entire organization).

Sponsorship is a term applied to the role of the individual who has the power to sanction the change, and it requires the necessary influence and authority to legitimize the change.

I caution sponsors of change to be realistic about the manageability of the projects they take on because success will depend on their time, attention and commitment.

Here are the fundamentals sponsors need to provide:

  • Clear, consistent and enthusiastic communication (passion to engage hearts and minds!) articulating the vision, goals and necessity of the change.
  • Necessary resources to make the change happen (time, money, equipment, training, people, etc.).
  • Persistent attention to the project.
  • End users’ input and involvement in creating the plan.
  • Reinforcement, rewards or consequences (expectations minus consequences equals wishes) for both success and failure.

Typically, when change initiatives get stuck or aren’t going well, it’s often a result of poor sponsorship. Failed change programs often share common elements:

  • Management failed to clarify the importance or priority of the initiative. (Complacency often results when there is no sense of urgency.)
  • Management demonstrated a reluctance or unwillingness to deliver consequences around success or failure.
  • Management was ineffective in dealing with the resistance to the change and/or was unwilling to sacrifice for the change.
  • Management failed to identify for people a) what’s happening and why, b) how it will affect my job, and c) what’s in it for me?
  • Management failed to provide direct reports with clear expectations.
  • Management failed to plan for the systemic effect of the change.
  • Management wasn’t aligned top-down.

Another critical role required for successful change is that of the supporting managers assigned to deliver and execute details of the plan down through the organization.

Too often these managers aren’t consulted or included and, therefore, are not “on board” with the change. Without alignment and reinforcement by middle managers, most large-scale change is doomed to fail.

While the president (or other senior executive) may be the primary “sponsor” of a change initiative, it is the middle managers below them that now take on the role of sponsoring the change to their underlings.

Success or failure often resides with these individuals — in the end it’s the boss who defines for the “doers” of the change whether or not it is important that it gets done.

Sponsorship must be delivered consistently through the organization — top to bottom — for change to happen. Senior leaders should expect change and compliance only to the degree that immediate supervisors require those under them to make the change. Sponsorship works in layers — and by organizational design, sponsors can only “sponsor” or reinforce change with those who they have hire-and-fire authority over.

Often individuals get tasked with implementing change who have no authority over those required to make the changes (as is often the case for those in HR or IT). These “agents” for change will only be effective to the degree they are well-sponsored, which is why many of them find managing change so frustrating!

Finally, sponsors need to involve and seek input (clarifying obstacles to success, and effect on the department or individuals) from the end user — those making the change/doing the work. Wise sponsors are unwilling to ignore bad news and make necessary adjustments from users’ input.

Without effective sponsorship, individuals will not typically embrace the change nor make the effort required for it to succeed. Instead, they react predictably with resistance, denial, interdepartmental bickering and/or avoidance of those trying to implement the program.  I can help you become a more effective sponsor of change.  I coaching leaders anywhere in the world via Skype.  Email me: mmoriarty@pathtochange.com or call 360 682 5807 for my help.