Taking Small Steps to Become More Adaptable to Change

Change is not the exception anymore, it is a fact of life - especially given our economy and business environment.  That being said, change is still as scary as it ever was.  Some people are more adaptable to change than others but most people seem to like routines.  In this post I'm including a few simple steps you can take to help yourself and your team members become more adaptable to change in the workplace.


1.  Change normal routines such as the time of your staff meeting, what time you come in the office, when you respond to emails and voicemails, taking the stairs instead of the elevators.  Some people have such defined routines they know exactly what they are having for lunch each day.  
2.  Have a team contest and have each person volunteer what they did different in the past week during the staff meeting.  Have a prize for whoever is voted the "Greatest Change Initiator."
3.  Take a different route to work - use different streets.
4.  Park in a different location.  
5.  Celebrate team successes in adapting to change.
6.  Openly discuss how change feels and why we resist it. 
7.  Find some great change quotes and post them within your work area.  Better yet, encourage your team to find some good quotes and put them up to help inspire the team.  
8.  Have a frank discussion regarding what things could change in your department to make you even better.  This will get people thinking of the positive influence of change.  
9.  Discuss times in history where a change effort made a significant positive influence on our history.  
10.  I love the quote by Gandi - "Be the Change You want to see in the World." It starts with you, the leader.  Be the change you want to see in your team.  Get that accomplished and then you can take on the world : ).


Mari

What the Heck is "Organizational Development" Anyway? And Why Do I Hear About It All The Time?

In recent years, it seems most large organizations want "OD" specialists (and no, these are not people who handle all your drug addicts).  We hear the word "Organizational Development" tossed about as the latest and greatest cure-all for every organizational issue.  Yet, I'm not so sure many people within those organizations (even the ones that think they need OD) know exactly what OD is or how it can help them.


Organizational Development in it's purest sense is a systemic approach to helping organizations diagnose and implement solutions for problems.  I like analogies so if I use an analogy for OD, it would be like a doctor is to a sick person.

 

Here is an example:


Company has a problem.  The problem could be anything from low profits to a specific department that has performance issues.  The company typically thinks they know not only what the problem is but also what the solution is.  After all, that's what we all do when we go to the doctor don't we?  We know what's wrong and we just need the doctor to write a prescription so we can feel better.  The interesting thing is, as humans, we sometimes don't dig deep enough to get to the root cause of the problem.  And sometimes we are too close to the problem to consider all of the alternatives.  That is the beauty of an OD professional.  They listen to the symptoms, do some digging, analyze some data (i.e. lab work), and viola', they may find something you didn't even consider (diagnoses).


Unfortunately, there are too many organizations who want to say they have OD so they hire someone to construct performance reviews and provide leadership training.  That is not true Organizational Development (although it could be part of it).  And other organizations think the OD person just helps them implement change more effectively.  That is partially true because there is a huge change management component involved in OD. In order to effectively diagnose a problem and implement a solution there is likely to be change involved and a good OD practitioner should be equipped with tools to facilitate that implementation.   But to hire an OD professional to just focus on performance reviews is like hiring a doctor to only analyze your visible symptoms (without the use of x-rays, blood work, MRI's, or even a stethoscope).  It's just an inefficient use of their knowledge and skill.  


In order for a company to truly utilize a Organizational Development person effectively there has to be a great deal of trust in the capability of the OD practitioner as well as the process.  The reality is, the OD practitioner will be privy to all your organizational "dirt."  In an effort to get to "root cause" they need to see data and interview people and they can't always share the details with the executives.  


OD has become especially important recently because companies are experiencing more change than ever before.  They are dealing with issues that are unprecedented - a global economy, four generations in the workforce, a recession, technology bursting at the seams, and the list goes on.  There has been no better time than now for companies to place an emphasis on getting to root cause and sustaining change.  


And if you happen to need a good, qualified OD professional, email me and I can hook you up.  


Mari

Is It Possible To Overcome Resistance To Change?

I'm a huge fan of John Kotter.  And as you'll see in this video, John Kotter firmly believes when you have a resistor to change, a strong resistor, there is no overcoming that resistance.  Your only hope is to get them out of the way so they don't sabotage the change effort.  I feel confident in John Kotter's research however (do you hear a "but"?), I'd like to suggest that maybe the resistance, if caused by things like poor communication, poor implementation, lack of a clearly articulated vision, or just poor leadership, can be overcome.  The question you have to ask yourself is "which is it?"  Is it true resistance or poor change leadership?  

Is it True Resistance or Just Lack of Understanding?
I've worked with a lot of leaders.  And some of their communication styles are um, let's just say, maybe, lacking a bit.  They forget that they've been living, breathing, and thinking about this change for months before actual implementation.  Their employees have not had that benefit but they just expect them to get on board.  While I agree with John Kotter regarding getting the true resistors out of the way, I'm not so sure what appears to be a resistor in the beginning is always a resistor.  I've personally had experience (on more than one occasion) with what appeared to be a true resistor, when armed with information, benefits, and vision, becoming the biggest advocate of a change effort.


The question then becomes are you leading the change effort.  If you can feel confident in saying you have communicated a compelling vision, provided enough information, allowed an opportunity for others to ask questions and get on board, and you still have a strong resistor - I'd say you have an opportunity to make sure your naysayer isn't sabotaging your efforts.  Your choices regarding what to do with the opposing employee depend on the level of the employee, the value they bring in other areas, and the culture of your organization.  Whatever you do, don't let them destroy the efforts and attitude of everyone around them.  


I have several blog posts related to change management and have linked them below.  Some are just related to addressing performance - it all works when dealing with a naysayer.

Managing Change Isn't Just About Communicating More
5 Steps Toward Implementing Change
A Little Empathy Could Go A Long Way
Getting Buy In
The Most Damaging Employee of All

You Know, A Little Empathy Could Go A Long Way

Yesterday I was working with a couple of leaders and we were discussing what goes wrong during a change effort.  I provided an example of another company I had worked with that had acquired a new company and I was helping to integrate the employees into the new company.

As you can imagine, the employees of this company had a lot of fear, angst, concern, and apprehension about this acquisition.  Overall, they were happy because they were being purchased by a larger, more profitable company.  But of course, they were also fearful.  Other than the obvious, "Oh my gosh, everything is going to change" some of their other concerns included:

• Will I have a job?
• Will my job be vastly different than it is now?
• Will I have to move my family to a new location?
• Will I have a new boss?
• Will my new boss be a jerk?
• If my insurance changes, will I still be able to buy the medicine for my chronically ill child?
• Will they be flexible regarding my family commitments?

 

You get the picture.  The list is very long and varies according to the employee.  The bottom line is they are scared and need reassurance.  And a one time meeting where you provide reassurance isn't enough.  Trust takes time and basically, you are asking these employees to trust an entirely new organization and all the leaders within it.  

Implementing Change on a Micro Level
Let's translate this into a change effort you are implementing - regardless of how big or how small.  When it comes to implementing change, the same fears resurface that I listed above (well, maybe not the insurance fear).  Whatever new software, process, or leader change you are making brings up all those fears listed.  This is where a little empathy (and communication) can go a long way.  Put yourself in their shoes.  Try to imagine what they might be feeling.  And then address those fears head on as best you can.  Don't wait for them to ask you if they are going to lose their job or if the implementation will not allow them to attend a soccer game.  Open up the lines of communication.  And let me give you a couple of tips.

• Never, never, never say "I know just how you feel."  You don't.  Unless you are exactly in the same stage of life with them, dealing with the exact same issues at both home and work, and have the exact same past experiences that you are drawing from, you don't know how they feel and insulting to them to say you do.  Instead say something to like "I can imagine this must be very stressful and concerning for you.  Help me understand how I can help you feel better about this."
• Implement an Open Door policy.  For some reason, during change efforts, there are a lot more closed door meetings.  This causes even more fear.  Make sure your employees know they can come and talk to you about any concerns they have during or after the change.  And make yourself available more.  
• Tell them what you know.  Knowledge is power.  People hate change because they feel powerless.  Give them as much power as possible by telling them everything you can tell them about the change.  I understand you can't often share everything but share everything you can share.  
• Communicate more.  Remember, people need more reassurance during a change.  This isn't a one time communication.  Have more staff meetings, more Q&A questions.  Too often, people shut down the communication during change and that just encourages rumors and unnecessary fear.  
• Most importantly, empathize with their fears.  Take the time to listen and really hear what they are saying.  Address the fears you can.  Sometimes just listening is all they need.  I know it takes time but it is time well spent.  We are human being and have human emotions.  Don't lose sight of this fact.

Having a little empathy can take you a long way in building trust as a leader.  Try implementing some of these tips and I guarantee it will help.

Mari

Getting Buy In

One Key Element of Implementing Change Successfully is getting buy in, otherwise known as getting people in the boat.  Depending on the change, this buy in may be necessary from customers, employees, peers, or senior management.  Too often, leaders make the mistake of bullying through a change with resulting mutiny on the ship.

People can get on board and help move the change effort in the right direction only if they feel included, empowered, and hopeful about the change.

It doesn't matter if you want to change the color of the lobby wall, implement an entirely new computer system, or change the direction of the company, the aforementioned statement still applies - people can only help move you closer to the goal when they feel empowered, included, and hopeful about the change.

Nobody likes to feel like someone else's personal agenda is being forced on them.  

Empowered - Give me control of something!
Empowered means they need to feel some control in the situation.  From the Sr. Vice President to the Janitor, they need to feel empowered to make a certain amount of decisions regarding this change.  They need to feel important enough that you would not only ask their opinion, you would give them the autonomy to make decisions within their scope of responsibility.  Think about it.  That's one very big reason we resist change - because it makes us feel powerless, out of control.  And nobody likes to feel powerless.  If you want buy in, find a way to empower each and every person in some way.  Empower them to take issues to someone that can help while implementing the change.  Empower them to make decisions.  And empower them by utilizing their suggestions throughout the change process.




Included - I want to be part of the process!
Unfortunately, change often feels like you (or some other manager who doesn't have enough to do) had a great idea and now you want me to implement it. One way to gain buy in and have a successful change implementation is to include as many people as possible in the strategic planning of the change. Start including people as early as possible.  And include your naysayers and most likely to oppose the change individuals early, you will be better off in the long run.  These people are likely the loudest and may be the strongest influencers.  If you can get them on board early, they will fight the battles for you.  Start having little "what if" conversations with people.  Ask for their opinions.  


Many companies choose to work out all the details of a change implementation and then dump it on the employees.  The employees are angry and frustrated.  Often it isn't the change itself that makes them angry, it's the lack of inclusion.  It's feeling insignificant and unimportant.  

Hopeful - Give me hope this is going to work and be a good thing for us!
As human beings we all want hope.  That's why we watch pop culture shows like The Voice, American Idol - and movies like The Blind Side and Rocky.  We also want hope at work.  We want to know that all our effort will pay off.  We want to know this change will be good in the long run.  We want confirmation that we will still be important after implementation of the change.  

5 Steps Toward Implementing Change

We all know change is difficult.  Most people do not like change.  Even when people seemingly want a change, there is still a great deal of stress involved in the process.  Fortunately, there are ways to implement change more effectively.  Read on for five steps to help you implement change more effectively.

Bullying people through a change effort may get the job accomplished but at what cost?  We all know change is inevitable yet there are ways to implement change in a humane and considerate way and ways to implement in a not so respectful and considerate way.  I'd like to focus on the positive.  


The first thing you have to remember when implementing change is your employees have not had the time to adjust to the change that you likely have had.  Oftentimes, you have been involved in discussions for months before an actual change is implemented.  As much as you possibly can, provide them time for the change to sink in.  Keep that in mind as you work through the following steps.


1.  Communicate, Communicate, Communicate
Communicating more is always better than not communicating at all.  Tell them everything you possible can.  And tell them when there are things you can't share.  They need to be able to trust you through this change.  If there are things you can't share just tell them so but assure them you will share everything you possibly can.  Plan to communicate more frequently.  Plan to tell them the details of the smallest decisions.  


2.  Be aware of your Non-Verbal Communication.
Remember your employees are reading your Non-Verbal Communication as well as your verbal.  During a change effort, your employees are watching you more closely.  When you come out of a meeting with a pained look on your face, they notice.  And they will make up what you don't share.   Be aware of all the communication you are sharing - both verbally and non-verbally.


3.  Make time for fun during the change.  Change is stressful.  Find ways to have fun at work.  Encourage others to have fun.  This could be team outing or a meeting where you provide goofy awards to people.  Ask the team to come up with ways to have fun at work to help all of you get through the change.  

4.  Celebrate Small Wins.  Whether you are implementing a new computer system or preparing for a reorganization, find ways to celebrate as a team.  Keep the focus on the work to be accomplished and reward the smallest successes.  


5.  Keep people focused on the task.  While implementing change you will likely have several, if not many, people that would rather derail the efforts for whatever reason.  Keep the focus on the tasks to be completed each day instead of on the trials and difficulties of implementing the change.  That doesn't mean you ignore the problems but it does mean you help everyone to focus on what is going well rather than what isn't.  


Following these five steps will help immensely in dealing with the change effort.  What steps have you taken to implement change more successfully?  I would love to hear your ideas.


Mari

Basic Change Management Communication in the Workplace

Lack of communication and/or poor communication is surely one of the biggest downfalls and most costly mistakes for many organizations.  I am constantly amazed at the number of new initiatives that get "rolled out" with little to no information and an email with instructions.  With the number of emails we get these days at work, it's no wonder people feel baffled, confused and frustrated.  We roll out initiatives and get frustrated at those that don't "embrace the change" when we didn't provide enough information to even understand the change.  We've somehow lost the art of caring about others and taking the time to explain the purpose and benefit of a new initiative.  


In our effort to get more done, we've forgotten that in order for others to help us accomplish an implementation of any kind we have to generate the value for that person.  Maybe we've forgotten the human side of the equation and taken on a dictatorial "change or die" attitude.

Whether it is changing an existing process or rolling out an entirely new system of some sort, there are basically four questions that you should make sure you are answering in your communication message.  Take just a few minutes to think about your message before communicating it and you will be amazed by the decreased confusion and frustration normally accompanying a change.  After the questions listed below, I've detailed out a viewpoint from the employee regarding each question.  Hopefully, reading it in first person will make it more real and personal. 

1. What's changing/happening?
2. Why is it happening?
3. How does it affect me?  Give me the truth.  Good/bad or indifferent. What do I need to do differently and/or what will the impact be to me?
4. What happens now?

1.  What's changing? Tell me what is changing or happening.  It may seem like common knowledge but it's an excellent way to set the stage.  Don't sugar coat it.  And don't avoid telling me.  What I don't know I'll make up so it's best if you just give it to me straight.  Let me give you an example:  Let's say business has slowed down a lot and I don't have enough to do.  You have been thinking about adding to my job role but are hesitant to talk to me about it because you think I'll be upset about it.  I can see business has slowed down and I'm no dummy so I figure you are about to lay me off.  Consequently, I look for a new job.  In reality, you needed me in my role to get you through this slump.  What you should have done in this case was just have the conversation with me.  "Hey, you've probably noticed business has slowed down.  I feel confident it will pick back up.  You are a really important part of this business and I don't want to lose you.  Would you mind picking up the xyz responsibilities during this interim time?" Just tell me already.  

2.  Why is it happening?  Give me the cliff notes version of this.  I don't need to understand the five year history of why this decision was made but I do need to have a general understand.  And I might need more or less info than my buddy that I work with - we have different needs in that regard.  Start out with the basics and let me ask questions if I want more information.  Remember, I will make up information to fill in any gaps you leave so you are better off just telling me.

3. How does it affect me?  This is the most important point of all four of the questions provided. What I really want to know is "what about me?"  I want to know how this change will specifically impact me.  And if you don't know for sure, tell me that.  For example, if we are going to have layoffs, tell me that.  If you don't know if I will be laid off (or can't share it yet), tell me what you can tell me and then tell me when I can expect to hear more details.  I'm a grown up, I would much rather you be honest and straight with me that to find out from a co-worker or worst yet, the nightly news broadcast.  

4.  What happens now?  I really want to know what I need to do differently as a result of this change so I can help implement it.  If I don't need to do anything yet, tell me that and also tell me  when we will be talking about this change again.  I can't help you if I don't know the next steps so I need you to be clear in providing direction.  I don't have time to try to guess what you are trying to tell me so please be precise and articulate the next steps clearly.  

Just try it.  Write down the four questions and post them on your computer.  Every time you need to communicate to someone, think of those four questions and how you can utilize them in communicating more effectively.  And see if it doesn't result in a more response, receptive team that is better able to implement change.