Path to Change

To thrive, embrace change

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Last week’s column focused on the importance of how individuals react to change, and the significance of being adaptable and resilient. This week we shift our focus to the oganization and the key question: Is your organization adaptable, nimble and resilient in today’s reality of constant change?

Charles Darwin said, “It’s not the strongest species that survive, not the most intelligent, but the most responsive to change.” To survive and thrive, organizations today must be adaptive, managing change proactively. Those that don’t will go the way of the dinosaurs.

Companies that are thriving survivors foster a culture of flexibility, innovation and adaptability. Hewlett-Packard is a great example. While sticking to core technologies and values, it continually adapts to evolving technology, markets and new distribution channels. Hewlett and Packard began building basic electronics (out of a garage) and have continuously morphed their product focus from gadgets to computers to printers to supplies (as well as shifting distribution from traditional retail channels to e-commerce).

The most successful organizations approach change systematically and build in process, structure and systems to increase their capacity to compete in constantly changing markets with new technologies and delivery systems. Change-ready organizations identify marketplace shifts and are positioned to respond rapidly to changing customer needs.

From the bottom up, employees in these organizations share and integrate information on all levels (with one another, customers, vendors, etc.) and leverage all available resources. In these companies, employees are encouraged to “imagineer,” take reasonable risks and, yes, even make mistakes along the way. In a “learning” organization, employees understand they will be supported when pushing the envelope and not be punished for mistakes as a result of positive or creative effort.

Peter Senge, in his 1990 breakthrough book “The Fifth Discipline: The Art and Practice of the Learning Organization,” defines a learning organization as “an organization that is continually expanding its capacity to create its future.” His concepts still resonate today.

Learning organizations have common elements. They:

  • Encourage and support learning, celebrating errors as “learning opportunities” vs. mistakes or “failures.”
  • Reward innovative creative thinking and reasonable risk-taking.
  • Encourage and support creative collaboration and knowledge sharing vs. internal political turf wars, silos and personal kingdoms of “it’s mine.”
  • Encourage all levels of employee engagement and involvement in change.

How do you foster an organization that is change– ready?

  • Hire and promote “problem-solvers” who can demonstrate their adaptability, creativity and zest for learning and innovation.
  • Build in processes to share knowledge and support learning, such as holding “debriefs” and “post-mortems” following project completion to mine and capture lessons. Share these with others to increase companywide wisdom.
  • Remove obstacles to effective change (such as complex approval processes). It isn’t practical to ask your thoroughbreds to run a successful race if the track is a junkyard of obsolete policies, processes and ineffective or inconsistent support.
  • Reward and build in structure that fosters entrepreneurship, innovation and learning (Google’s employees are told to spend 20 percent of their time on innovation). Prioritize continuous training. A highly trained work force will be more capable to take advantage of new opportunities.
  • Set well-defined expectations, particularly around the importance of productive, healthy debate, information sharing, creative collaboration, accountability and performance.

Is your organization a learning organization? Or are you stuck in the “It’s always worked in the past” syndrome? You may be in trouble if:

  • Mid- or upper-level management continually fails to prioritize (or support) the need for continuous change and improvement in process and skills as key to remaining competitive and adaptive.
  • Due to the “shoot the messenger” culture, employees are reluctant to bring forward bad news or new ideas.
  • There are different standards of values, ethics, performance and accountability (including acceptance of nonperformance or mediocre performance in some departments and not others).
  • Employees have given up trying to make change or feel powerless to change bad systems that hinder improvement or doing a good job.

*I can help!  Email: mmoriarty@pathtochange.com or call: 360 682 5807.  I coach via Skype anywhere in the world!

The Only Constant is Workplace Change

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How do you react to change? Your answer may affect your career — more than you might believe.

“Resilient” individuals are recognized for their ability to absorb change more effectively than their less resilient counterparts; they adapt to change positively, keeping their composure, without the change negatively affecting their emotional, mental or physical well-being — or of those around them. Less resilient individuals tend to react with fight (emotional outbursts, passive/aggressive behavior or sabotaging the change effort) or flight (“I hit the job boards the day I heard the news.”).

Ambiguity is everywhere. The workplace today is full of changes, uncertainty and complexity from changing work flow, processes and overlapping roles to reporting structures and new information/technology systems. The rules of how to succeed in the workplace are changing. Companies place a high value on employees who can adapt to all this change successfully. The winners will be those who are identifiable for their adaptability and resiliency — those seen as effective, optimistic, supportive and proactively seeking solutions. The losers will be those seen as being overwhelmed, putting up roadblocks to success, paralyzed, “stuck” and resentful.

Dr. Spencer Johnson illustrates the importance of anticipating and adapting to change in his simplistic parable “Who Moved My Cheese?” The book is full of cheese (change) nuggets:

  • “If you do not change, you can become extinct.”
  • “Smell the cheese often so you know when it is getting old.”
  • “Movement in a new direction helps you find new cheese.”

The cheese story reminds us to embrace change vs. becoming immobilized or traumatized by it. Simply put, change is coming — so get over and on with it!

Adaptability has become a workplace buzzword — and a key hiring standard. Staffing for all this change has become important. I counsel job candidates to prepare a story that demonstrates their “adaptability” for interviews. Employers equate the ability to deal with uncertain and unfamiliar situations as key to potential success in positions. Being seen as the one who “makes it work” may be the difference in getting the job or promotion.

While easier said than done, here are a few ways that employees and managers can increase the odds of adaptability and resiliency:

  • Self-awareness is essential. Be aware of your emotion to the change but “choose” your behavior in how you react to it. Extreme negative reactivity can — and will — hurt your career.
  • Communicate to management your desire to learn new coping and adaptability skills. Demonstrate you are willing to improve and change. Ask what training or coaching is available to you to become more valuable to the company.
  • Develop an open mind. Be curious — ask questions. Explore and consider vs. deciding quickly or rigidly planting your stake in the ground. Change often opens up better and new opportunities.
  • Be proactive. Take action given calculated risks and have a plan for problems. Remember — it’s not IF problems will come up — it’s how you deal with them that makes all the difference.
  • Remember Ben Franklin’s wisdom: “The definition of insanity is doing the same thing over and over and expecting different results.” Be identified as one who challenges the status quo and provides solutions (you will stand out from those who hide behind, “It’s always been done that way.”).
  • Identify the positive opportunities and keep a big-picture perspective. Just because your company just got taken over doesn’t mean disaster — it may mean good riddance to processes that have been getting in your way of success.
  • Attitude is everything, and humor helps. Scream in your car (not your cubicle) and try viewing the change as another *#@*! growth opportunity!
  • Be compassionate. Empathy and understanding that change can be “scary” and uncomfortable can go a long way toward soothing ruffled employees. Back those willing to challenge the status quo (good leaders pave the way for their people to be successful).
  • Be “coachable” — professional coaches or supportive mentors can help.
  • Be a lifetime learner — stay current. Keep adding to your knowledge and skill base. Those that stagnate will not thrive in the new order of the workplace.
  • Accept it and embrace it. Change is coming — it’s inevitable.

Adaptability also means being creative to find solutions that work. Most organizations can’t afford to carry those who fight them tooth and nail over changes to improve the business. If you aren’t moving forward, someone else is passing you by.

Help Staff Buy Into Organizational Change

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Today’s leaders are responsible for making a broad base of decisions, from the mundane to strategic decisions that may affect the survival of the entire organization. Achieving organizational alignment is one of the greatest challenges they face.

Leaders managing large-scale change can lose sight of the fact that human beings naturally resist change and have a finite capacity to absorb it.

The amount of information thrown at us today is mind-boggling. We are literally overloaded. Important information can easily be lost in the flood. How many of us have been asked, “Didn’t you see that e-mail?” Um, maybe you missed it along with the other 150 e-mails in your inbox!

Many organizations today are paralyzed by the amount of change management asks them to address, ranging from new policies, products and services to the latest software programs that touch almost everyone in the workplace.

We have all been exposed to management introducing the “program of the month.” Often the end results are predictable — nothing much changes.

If we’re on the front line or an end user of the changed program and we’re not involved in its creation, we naturally resist it — and grumble beneath our breath that management just doesn’t get it. In these cases, workers typically just wait it out, hoping the current program dies.

The lesson for leaders (or those tasked with creating change) is to spend your change chits wisely and involve others in your process.

When evaluating that new initiative or program, no matter how good it looks on paper, do some organizational testing and involve the participants the program will affect. This will greatly increase the probability of buy-in and commitment.

Consulting with the front-line implementers or end users is critical; after all, they will be the ones most affected.

There are techniques to help facilitate effective decision-making, particularly in a team environment. Skilled facilitators have tools, techniques and processes for helping groups make critical decisions.

How decisions are being made directly affects the quality of the decision itself and the probability of success. When facing decisions that have major organizational consequence, here are a few questions to consider:

  • Have I gathered sufficient information to identify the problem accurately?
  • Who else might I consult with (that I haven’t considered yet) who will be affected by this decision? Whom could my decision harm or help?
  • Develop objectives: What short- and long-term results am I trying to achieve?
  • Identify evaluation criteria (i.e., resource requirements, risks) and alternatives.
  • What is the best approach to ensure buy-in and commitment by those who will carry out the decision?

Now that a decision to change has been made, how do you manage it to ensure ongoing buy-in and commitment?

Here are a few tips:

  • Communicate expectations, recognition and rewards.
  • Solicit and support ongoing input and feedback for improvements on the program and process.
  • Call attention to benchmark achievements and program success.
  • Set the expectation that the success of the program will be measured and communicated.
  • Identify accountability — who will be responsible for what by when?
  • Make it your priority.

Quality and timely decisions are critical to organizational success (and, in the end, what most leaders are judged by). Creating organizational alignment is an undeniable competitive advantage. But it is easier said than done. How decisions are made, communicated and managed have significant impact on the people and the organization.

As an executive coach, I regularly help clients with change.  Call me at 360 682 5807 or email: mmoriarty@pathtochange.com for my help.  I Skype with clients all over the world!

 

Leading in Chaos

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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.

Best Leaders Bring Out Best in Others

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Do you have what it takes to be a leader?

Trying to define the success criteria for effective leadership is challenging. It is virtually impossible to identify a singular trait to adequately capture the successful leadership experience or define its complexities. There are entire sections in bookstores devoted to this subject.

People are often promoted into leadership roles due to their “technical” expertise or because they have performed well in other roles (that may or may not have required leadership ability). Yet technical expertise doesn’t necessarily equate to successful leadership capability. Before automatically saying yes to that new promotion that will thrust you into the role of “leader,” consider doing an honest and accurate assessment on your leadership potential.

Here are a few questions and core competencies to help you gauge if you “have the right stuff.”

  • Initiative. Do you readily seize opportunities to develop and contribute? Do you eagerly volunteer for additional responsibility? The most successful leaders share a common attitude — they do whatever it takes. The best leaders do not shy away from challenge or accountability. They are conscientious, dedicated and take pride in delivering results.
  • Interpersonal skills. Do you enjoy working with people (really)? Do others enjoy working with you? Relating well with others is essential, as well as being able to adapt to many different types of people and personalities. Bullies, control freaks and manipulators (people who don’t play well with others) usually fail at leadership because most people won’t follow them.
  • Inspiring others. Can you inspire and motivate? The best leaders create an environment where people want to contribute and do their best. This is the “heart” of leadership. Successful leaders inspire others to get on board with their ideas and vision. This requires an ability to communicate clearly and with passion.
  • Emotional intelligence. Are you moody and reactive when stressed? Can you have empathy for others when in conflict or disagreement? Emotional intelligence is dealing effectively with your emotions and the emotions of others. Understanding your primary reaction tendency (and modifying it when required) is important to leading effectively under stressful conditions.
  • Self-awareness. Are you aware of your strengths and challenges? Do you know how your actions (or inactions) affect others? Do you admit your mistakes and learn from them? Do you seek feedback to improve yourself? Self-awareness is looking in the mirror. It’s understanding how our behaviors (and their consequences) hinder or help us meet our leadership goals.
  • Decisiveness. Can you confidently make difficult decisions? Leaders need to make good decisions even under duress in a timely manner. Good decision-making is often a blend of understanding success criteria, analysis, consultation, wisdom, experience and judgment.
  • Adaptability. Are you resistant to change? Today’s fast-paced and dynamic marketplace requires the ability to refocus, change direction and adapt to changing conditions. Leaders today can’t survive with a rigid attitude. Equally important for today’s leaders — being able to manage change effectively.
  • Personal integrity. Are you trustworthy? Can you handle difficult situations with integrity? Are you a role model for what you ask from others — in other words, can you lead by example? The best leaders are transparent, straightforward and earn the trust and respect of their people.

From my viewpoint, anyone taking on the role of leader needs to be focused on self-awareness and self-development. I remind clients and students that leadership skill training can’t replace who you are and what you stand for. At best, leadership training is a supplement to your core gifts, experience, wisdom, values and judgment.

Working on you isn’t easy. For many, it will be the most difficult challenge of their professional career. It requires openness, vulnerability, risk-taking and courage. It takes accurate assessment, workplace challenges, experience and support to grow your leadership skills. Think of leadership as a lifelong journey versus a final destination.

As an executive coach, I help with leadership development.  I Skype with clients all over the world and meet you where your challenges/opportunities lie.  I will teach you methods, techniques and tools to help you take your leadership to the next level.  Isn’t it time to invest in your future?  Call me:  360 682 5807 or email: mmoriarty@pathtochange.com