10. We must work hard to understand the fears, concerns, and issues that people have. We should treat resistance as feedback and be willing to look in the mirror to make sure that we're doing everything we can to communicate as fully as possible.
However, we cannot afford to be held hostage by a vocal minority of self-serving resisters.
11. Remember: if there is a cost for changing, there is a cost for not changing. If there is a risk for changing, there is probably an even greater risk of not changing. When you make the case for change, be sure to include the case of not changing.
12. We must "keep a strain on it." This means that when we start having some short-term wins we cannot allow these successes to lure us back into complacency. We have to finish the game.
We have to keep on keeping on.
Monday, June 25, 2012
Friday, June 22, 2012
Commandments for Leading Change: 7, 8, 9
7. Deep change takes time and we must manage expectations about how realistically long it is going to take to achieve the vision.
That's why short-term wins are so important. They keep the bosses on board, they undermine the cynics, they pressure the self-serving resisters.
And they prove that the pain is worth it because we’re making progress toward our vision.
8. Change is often painful, but we must be diligent to make sure it is not harmful. Any decision that impacts another human being is by definition an ethical decision. And when difficult decisions have to be made-and they will- we must take care to make sure that we are treating every individual that is affected with dignity and respect. This includes full disclosure and advanced warnings of the changes as we become aware of them, as well as generous compensation if severance is required.
9. Leaders are always disappointing somebody. The key is to disappoint people at a rate which they can stand.
The change that we are implementing is no doubt directly aimed at what was somebody's good idea 10 years ago. They will be disappointed that their idea's time has passed. But, we cannot let the past, or "the way we've always done it around here" to hold us back from making the changes that need to be made now in order to secure our future.
That's why short-term wins are so important. They keep the bosses on board, they undermine the cynics, they pressure the self-serving resisters.
And they prove that the pain is worth it because we’re making progress toward our vision.
8. Change is often painful, but we must be diligent to make sure it is not harmful. Any decision that impacts another human being is by definition an ethical decision. And when difficult decisions have to be made-and they will- we must take care to make sure that we are treating every individual that is affected with dignity and respect. This includes full disclosure and advanced warnings of the changes as we become aware of them, as well as generous compensation if severance is required.
9. Leaders are always disappointing somebody. The key is to disappoint people at a rate which they can stand.
The change that we are implementing is no doubt directly aimed at what was somebody's good idea 10 years ago. They will be disappointed that their idea's time has passed. But, we cannot let the past, or "the way we've always done it around here" to hold us back from making the changes that need to be made now in order to secure our future.
Tuesday, June 19, 2012
Commandments for Leading Change: 4, 5, 6
4. No change will ever happen until there is first a deep dissatisfaction with the status quo. That is why it is so important to create a sense of urgency.
While creating a sense of urgency and dissatisfaction with the status quo is important to get the change process started, it is also important throughout the change process. Before we get to the promised land, people often get disillusioned and want to go back to where we came from.
Therefore, it is important for leaders to frequently remind people of why we started this journey in the first place: we had deep dissatisfaction with where we were.
5. Leaders take people from here- the status quo - to there- the compelling vision of the desired future state.
We must engage people's heads and hearts in the transformation process. We must paint a desirable, compelling picture of where we are headed.
6. Sometimes leaders see the need for change before the people do. Therefore, sometimes we have to let the issue ripen.
Of course, sometimes we also help ripen the issue by allowing current systems to fail or issues to explode so that people will finally realize we cannot go on like this.
While creating a sense of urgency and dissatisfaction with the status quo is important to get the change process started, it is also important throughout the change process. Before we get to the promised land, people often get disillusioned and want to go back to where we came from.
Therefore, it is important for leaders to frequently remind people of why we started this journey in the first place: we had deep dissatisfaction with where we were.
5. Leaders take people from here- the status quo - to there- the compelling vision of the desired future state.
We must engage people's heads and hearts in the transformation process. We must paint a desirable, compelling picture of where we are headed.
6. Sometimes leaders see the need for change before the people do. Therefore, sometimes we have to let the issue ripen.
Of course, sometimes we also help ripen the issue by allowing current systems to fail or issues to explode so that people will finally realize we cannot go on like this.
Saturday, June 16, 2012
Twelve Commandments for Leading Change
One of my favorite courses is Leading Change. I am now developing an on-line version of the course. (Yes, I am now teaching on-line! In fact, Leading Change is the third course I have developed for the on-line platform.)
Developing courses to be taught in an on-line environment forces a discipline of thought that is not my normal mode of operating or preference. Yet, the discipline required has also become a tool for creativity. I never thought that discipline could lead to creativity and this proves that an old dog (aka tenured, "senior faculty member") can learn new tricks.
As I was recapping the key ideas for my Leading Change class, I created a summary of Twelve Commandments for Leading Change. In this and the next few posts I will be sharing these ideas.
I am interested in your response to these ideas.
Are there any additional "commandments" that should be added?
1. Leadership is not about me. But it begins with me. If I am to be an effective leader in any context, I must first be the kind of person people want to follow. In the context of my Legacy Leadership model, I need to be worthy of imitation. This means that the leadership process must begin with intense self-examination. The self-examination must include my motives, my values, and a deep understanding of my personal case.
2. I must be the change that I want to see. Too many power wielders - they aren't real leaders! - identify a need for change and then tell the people that they - the people - need to change, yet are unwilling to make the necessary changes themselves. This creates a huge credibility gap and power wielders who follow this approach will not be successful in authentically engaging the people in the transformation process.
3. Character Counts! People have to buy in to the leader before they will buy in to the vision. If I am to lead with integrity I must constantly confront my own lack of integrity. We must be intentional about cultivating our character.
Our Being > Doing; Doing = f(Being). Being is greater than our doing. And our doing must flow from our Being.
Developing courses to be taught in an on-line environment forces a discipline of thought that is not my normal mode of operating or preference. Yet, the discipline required has also become a tool for creativity. I never thought that discipline could lead to creativity and this proves that an old dog (aka tenured, "senior faculty member") can learn new tricks.
As I was recapping the key ideas for my Leading Change class, I created a summary of Twelve Commandments for Leading Change. In this and the next few posts I will be sharing these ideas.
I am interested in your response to these ideas.
Are there any additional "commandments" that should be added?
1. Leadership is not about me. But it begins with me. If I am to be an effective leader in any context, I must first be the kind of person people want to follow. In the context of my Legacy Leadership model, I need to be worthy of imitation. This means that the leadership process must begin with intense self-examination. The self-examination must include my motives, my values, and a deep understanding of my personal case.
2. I must be the change that I want to see. Too many power wielders - they aren't real leaders! - identify a need for change and then tell the people that they - the people - need to change, yet are unwilling to make the necessary changes themselves. This creates a huge credibility gap and power wielders who follow this approach will not be successful in authentically engaging the people in the transformation process.
3. Character Counts! People have to buy in to the leader before they will buy in to the vision. If I am to lead with integrity I must constantly confront my own lack of integrity. We must be intentional about cultivating our character.
Our Being > Doing; Doing = f(Being). Being is greater than our doing. And our doing must flow from our Being.
Thursday, March 22, 2012
Extra Grace Required
In my previous post on teams I discussed the "one another" principles as OCBs. As I said in that post, these provide oil that lubricates the machinery of our teams and eliminates friction. We need to be diligent in our practice those "one anothers."
I have been involved in small groups and various kinds of teams - in the work place, at church, and in sports - and there seems to be a constant in each of these. There is always at least one person in the group that taxes the team. I call these people "EGRs" - Extra Grace Required.
That's not necessarily a bad thing, but if they are allowed to dominate, the effectiveness of the team will be greatly diminished.
Often the need to have a direct (in private) discussion about their behavior and its impact on the team. For many EGRs this is an eye-opener and the feedback relates to things that were truly in their blindspot. In my experience, this works in the majority of cases.
At the extreme, sometimes (very rarely and always as a last resort) the EGRs may have to be removed from the team.
How do you handle EGRs?
Have you ever been an EGR?
I have been involved in small groups and various kinds of teams - in the work place, at church, and in sports - and there seems to be a constant in each of these. There is always at least one person in the group that taxes the team. I call these people "EGRs" - Extra Grace Required.
That's not necessarily a bad thing, but if they are allowed to dominate, the effectiveness of the team will be greatly diminished.
Often the need to have a direct (in private) discussion about their behavior and its impact on the team. For many EGRs this is an eye-opener and the feedback relates to things that were truly in their blindspot. In my experience, this works in the majority of cases.
At the extreme, sometimes (very rarely and always as a last resort) the EGRs may have to be removed from the team.
How do you handle EGRs?
Have you ever been an EGR?
Monday, March 19, 2012
WD40 for Teams
By now y'all know that my favorite singer/songwriter is Guy Clark. There's a line in one of his songs that struck me as I was thinking about this unit on teams:
"Everybody's got some baggage; she knows how to travel light."
When we consider teams in organizations we need to realize that we all bring our individual differences (personality traits, motive patterns, affect, needs) and interpersonal styles to our teams. All of that stuff (baggage) comes into play in the team context.
We also have different skill sets and abilities and we need to appreciate the differences. Rather than allowing differences to divide us, we need to seek to find ways that all of these differences can complement and complete us - both individually and as a team.
Recently we have been discussing the topics of organizational citizenship behavior (OCB) and forgiveness in my Organizational Behavior graduate class. These are so important. OCBs are the extra-role behaviors that can provide "oil" in a team to reduce the friction. And of course, forgiving is huge.
When I think of OCBs I am reminded of what I call the "one another principles." These appear throughout the writings of the apostle Paul in the New Testament. Here's a sampling:
Love one another
Bear with one another
Bear one another's burdens
Encourage one another
Forgive one another
Pray for one another
Honor one another
In the original language (Greek), there are two words for "other." One is an other of a different kind (heteros). But the word used in these phrases is different. It is allos - another of the same kind.
Applying that to our discussion of teams means that we are on the same team - we are others of the same kind.
OCBs and One Another Principles can act like WD40 for our teams. Like WD40, these can reduce the friction, and eliminate the squeaks that occur when we rub up against one another in our teams.
"Everybody's got some baggage; she knows how to travel light."
When we consider teams in organizations we need to realize that we all bring our individual differences (personality traits, motive patterns, affect, needs) and interpersonal styles to our teams. All of that stuff (baggage) comes into play in the team context.
We also have different skill sets and abilities and we need to appreciate the differences. Rather than allowing differences to divide us, we need to seek to find ways that all of these differences can complement and complete us - both individually and as a team.
Recently we have been discussing the topics of organizational citizenship behavior (OCB) and forgiveness in my Organizational Behavior graduate class. These are so important. OCBs are the extra-role behaviors that can provide "oil" in a team to reduce the friction. And of course, forgiving is huge.
When I think of OCBs I am reminded of what I call the "one another principles." These appear throughout the writings of the apostle Paul in the New Testament. Here's a sampling:
Love one another
Bear with one another
Bear one another's burdens
Encourage one another
Forgive one another
Pray for one another
Honor one another
In the original language (Greek), there are two words for "other." One is an other of a different kind (heteros). But the word used in these phrases is different. It is allos - another of the same kind.
Applying that to our discussion of teams means that we are on the same team - we are others of the same kind.
OCBs and One Another Principles can act like WD40 for our teams. Like WD40, these can reduce the friction, and eliminate the squeaks that occur when we rub up against one another in our teams.
Wednesday, March 7, 2012
Changing My Script - Part 2
In my last post I described the script changes required of me when I decided to join a new gym. That decision should have been made a while back. The conditions prompting the decision have been present for quite a while.
Why did I wait so long?
Perhaps I had some form of commitment to the old gym ...
Organizational behaviorists talk about different kinds of commitment to an organization. The first is normative commitment. This refers to a deeply internalized set of values. People who have normative commitment stay because they feel that they “ought to.”
The second kind of commitment is affective commitment. This is staying because you believe in the organization’s mission and values. You feel you have an opportunity to contribute to something bigger than your self. You are staying because you “want to.”
The third kind of commitment is called continuance commitment. This is staying because “I can’t afford to leave.” It may take the form of “I don’t have another place to go,” or “I have too much invested here,” or “I wouldn’t get the same level of compensation (pay, recognition, title) someplace else.”
Or, it may be because you would have to give up your comfort to change.
Hopefully you realize that affective commitment is the “higher level” of commitment.
But, I wonder how many of us are staying put because of continuance commitment?
Perhaps it’s time to allow yourself the discomfort of changing your script and finding the place where you can commit because you want to!
Why did I wait so long?
Perhaps I had some form of commitment to the old gym ...
Organizational behaviorists talk about different kinds of commitment to an organization. The first is normative commitment. This refers to a deeply internalized set of values. People who have normative commitment stay because they feel that they “ought to.”
The second kind of commitment is affective commitment. This is staying because you believe in the organization’s mission and values. You feel you have an opportunity to contribute to something bigger than your self. You are staying because you “want to.”
The third kind of commitment is called continuance commitment. This is staying because “I can’t afford to leave.” It may take the form of “I don’t have another place to go,” or “I have too much invested here,” or “I wouldn’t get the same level of compensation (pay, recognition, title) someplace else.”
Or, it may be because you would have to give up your comfort to change.
Hopefully you realize that affective commitment is the “higher level” of commitment.
But, I wonder how many of us are staying put because of continuance commitment?
Perhaps it’s time to allow yourself the discomfort of changing your script and finding the place where you can commit because you want to!
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