Tackling Change Management Negativity

Change can be hard on people for many different reasons. To mention only a few: many people dislike the uncertainty that comes with change, they do not wish to let go off what they had and know, and they fear loss of status and competency. When preparing for and implementing change, leaders should be prepared for negativity from employees. Here are some tips to reframe, discuss, and redirect negativity in a constructive manner:

1.    Make sure to provide sufficient, timely, repeated, and clear information to decrease the chance of unnecessary uncertainty and confusion.

2.    Take time to address negativity one-on-one and face-to-face rather than sending an email. It’s the interaction during which you gain the best insight into what is bothering this particular person and therefore:

3.    Don’t assume you know the reason for the negativity. Refrain from premature conclusions and quick judgments. Ask questions to dive deeper into the thoughts and fears of the person.

4.    Avoid the trap of taking negativity personal. It’s simply tempting for employees to direct their fears and negativity towards a person, which can be their own manager or top management. This may show itself as casting blame and finger pointing but remember, the negativity is almost always a rejection of the process and an expression of fear and loss of control. 

5.    Ask the person: What is it that you fear and what is it that you need?

6.    Inquire what the person expects and needs from you specifically.

7.    Agree on clear actions, timelines and a mutual understanding of how you will know whether the needs of the person are being met.

8.    Be candid and clear about needs that can't be met or you believe to be unrealistic. 

9.    If there are barriers to direct and honest communication, address them and take measures to prevent them in the future.

10.Make sure to appreciate the candor, vulnerability, and transparency during the conversation.

Yes, all of this requires your time, energy, and focus, which I know are in short supply. Yes it takes patience and perseverance to tackle negativity. But remember, you don’t want to take short-cuts to alleviate tensions superficially or temporarily. Whatever you don’t tackle now and with care will haunt you later, multiplied by built up emotions and by interpretations that have gone wild.

Lets close this post with 20^th century science philosopher Karl Popper:

“All life is problem solving”

Leaders, You don’t Just …

You don’t just need to know who you are and what you stand for,

You need to know how your values and actions are perceived by others.

You don’t just need to know the ‘why’ behind any organizational change,  

You need to know what (in) tangibles people are gaining and losing with the change.

           

You don’t just need to be a strong and determined leader who’s in control,

You need to know when to let others lead while taking a humble backseat yourself.

You don’t just need to be able to hold others accountable transparently and consistently,

You need to walk the talk, act accountable, and say “I made a mistake - I’m sorry.”

You don’t just need to have a ‘Leadership Philosophy’,

You need to show it in your decisions and actions, on a daily basis.

You don’t just need to continuously strengthen your Emotional Intelligence (EI),

You need to ask others to provide you with candid feedback and do an EI 360 assessment.

You don’t just need to take care of business and of people,

You need to take care of YOU first and last, in the right kind of way of course.

Key to it all: Mind the Gap and Bridge the Gap, whatever the gap is.

Recognition and engagement

Studies. Articles. Programs. We have plenty of it all on the topic, including very complicated ones. But recognition and engagement can be simple and easy. I’ll spare you the research and instead provide you with ideas to start or improve your recognition program. Apply the suggestions below and your employees will work more enthusiastically and effectively, their commitment, effort, quality, safety, absenteeism, and retention will improve, and as a result your customers will be more satisfied. I leave it up to your imagination what this can do to your growth and revenue.

Nine Recognition Premises

1.    People appreciate and need day-to-day recognition.

2.    People do not like to be taken for granted.

3.    People need to know how they add value and meaning.

4.    In many cultures, people crave individual credit.

5.    What motivates a person is a personal matter.

6.    You need to observe and listen to really learn about your employees.

7.    You want to measure and recognize what really matters.

8.    People need clear personal goals that are linked to organizational goals

9.    It is important to take cultural differences into account[1]

Nine Recognition Tools

1.    Practice common courtesy and respect, every day, with everyone.

2.    Find out what methods of appreciation appeal to your team members.

3.    Give meaningful feedback and acknowledge contributions openly.

4.    Encourage people to praise each other verbally or with notes.

5.    Provide professional and career development opportunities.

6.    Apply a performance-based rewards and recognition program.

7.    Develop a business excellence and a leadership award program.  

8.    Consider inventor recognition and a research achievers circle.

9.    Use employee engagement software that fits your industry and organization.

Final pitch

Acknowledge people in a way that is both meaningful and motivational, and do it on a regular basis, on the spot. Make it part of your leadership and enjoy the employee, customer, and organizational benefits.

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[1] Two examples: Japan has a collectivist culture where workers generally don’t want to stand out from the group and in the Middle East managers are often viewed as teachers two name just two.

Who doesn’t …

Who doesn’t … want to be successful?

Who doesn’t … want others to act accountable?

Who doesn’t … want their team to function as a true team?

I like to share some nuggets from the workshop Holding Others Accountable that I attended, with all credits, of course, to the Accountability Training & Culture Change Company Partners in Leadership:

à Experiences create beliefs, beliefs influence actions, and actions produce results. Two good questions to ask in this context are:

1.    What experiences am I creating with my leadership?

2.    How often do I intervene at the crucial level of beliefs?

à If you want to succeed in holding others accountable, you need clear and agreed upon expectations and a continuous process to check in on the progress as opposed to a one-time check when the deadline has arrived.

à Holding others accountable starts with identifying a key expectation for each person. A key expectation is an expectation where you have decided that NOT delivering is NOT an option. Every key expectation, whether for yourself or others, needs to be framable, obtainable, repeatable, and measurable (similar to the SMART-approach to goals).

à Whatever it is you expect of someone, make sure to have a Why-What-When meeting, with a word of warning not to skip the WHY (see also Simon Sinek’s TED talk on the importance of the ‘why’: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en)

à Don’t just ask for buy-in from people. Let them rate on a scale from 1 to 10 how aligned they are with whatever key expectation you set. This way you allow for a more nuanced answer than just yes or no and you make it easier to voice concerns, since ‘7’ can be considered a reasonable score while it opens up the conversation about how to improve: “What would it take for you to move from a 7 to a 10?”

à If someone is NOT making the progress you expect and need them to make, have a LIFT Conversation:

Listen for obstacles

Identify obstacles the person can influence

Facilitate the Solve It Question

Test for movement towards the expectation

There was so much more to this workshop, and there is so much more to accountability. Another great resource on the topic is the book Question Behind the Question by John G. Miller.

I ask you again, Who Doesn’t …? Let me ask you another question: What is keeping you from holding yourself and from holding others accountable?

Wanna get it right? #Leadership

There are many things that strong leaders believe, think and do. Below you find some that I found to be true in my 28 year consulting, coaching, and workshop practice in Europe and the U.S. With gratitude for the many hundreds of clients who taught me what strong leadership looks like.

1. Strong leaders don’t feel the need to have all the answers, to know it all, to be the smartest in the room. They do not feel the need to be the super hero. They DO collect the smartest people for their teams, they DO ask all the right (and often less obvious) questions and they DO honor people who are smart and choose smart, and they are great at connecting dots where others can not. Strong leaders know they can’t do it alone.

2. Strong leaders are excellent active listeners, focusing in the here-and-now on what is being said and what is being communicated in other ways than with words. And if they DO talk, they are brief, clear, consistent, truthful. If they DO talk they make abundant use of stories to share their vision and experiences and to engage their people and connect with their hearts.

3. Strong leaders act with integrity and demonstrate that it is safe to share not just success stories but also misjudgments, failure, and doubts. They keep important conversations in the room. Because they can be trusted and are perceived to be honest and fair, they make water cooler conversations redundant.

4. Strong leaders welcome dissidents, devils advocates, “against the grain” thinkers, and people who challenge them otherwise, because they know they need this kind of thinking and these types of conversations to prevent self-deception, confirmation bias, tunnel vision, and all that other horrible stuff that prevents new ideas, unusual solutions, and fresh perspectives to emerge. They know they/their ideas don’t need to be liked all the time as long as they're respected and seen as acting with integrity.

5. Strong leaders know how to combine confidence and presence with humility and gratitude, which for many is a difficult balancing act. The Harvard Business Review Daily Stat on March 6, 2015 reported the following: “Highly regarded CEOs are nearly 6 times more likely than less highly regarded chief executives to be described as “humble” (34% versus 6%), according to a survey of more than 1,750 executives in 19 markets worldwide. Yet only about a quarter of the survey’s respondents say the description fits their own CEOs. The research, sponsored by public relations firm Weber Shandwick, also shows that nearly half of a company’s corporate reputation and market value is attributable to its CEO’s reputation.” Leslie Gaines-Ross writes on HBR.org

In what areas can you strengthen your leadership?

Deadly Mistakes: Lack of Candor & Accountability in the Workplace

Upcoming Programs & Events May 12th 11:30 AM - 12:30 PM Deadly Mistakes: Lack of candor and accountability in the workplace Most of us worry about being liked. We shy away from confrontation. We misjudge the possible harmful effects of candor so we revert to sugar-coating, postponing, or withholding the message altogether. When communication and relationships turn difficult, directness and honesty too often get shelved. If you recognize this, you belong to an overwhelming majority. If you wish to learn how to sustain frank, open discussions during difficult conversations and in strained relationships, join this practical and engaging presentation. You will leave knowing: - Essential ingredients for accountability in the workplace. - The role of thinking distortions and misguided beliefs in candor. - A ten-step framework for increasing candor in conversations. - What to do when things go wrong. May 19th 11:30 AM - 2:00 PM Technology tools for your business - Presented by SUCCESS Join us for: A chance to learn the benefits of Microsoft Office 365, including Exchange, Lync, OneDrive and SharePoint A live demonstration of Microsoft Lync communication, including video conferencing A live demonstration of SharePoint and OneDrive for collaboration Register here. Wednesdays 9 AM - 10 AM May 13 - RSVP   Did you miss a presentation? Check out our videos   This email was sent to: caromoors@hotmail.com Add LGeorge@JJHill.org to your address book to ensure delivery. Did you receive this from a friend?  | Privacy Policy | Sent by: James J. Hill Center 80 West 4th Street, Saint Paul, MN 55102

Hype or Smart? Walking Meetings

Steve Jobs and Mark Zuckerberg popularized walking meetings as a way to strengthen work relationships while improving health. If you conduct a walking meeting, focus on the topic improves and the usual distractions go down. Moving increases blood flow to the brain and it stimulates creativity and integrative thinking. And of course we all know walking is better for your back and it helps manage your weight.

For those who are still reluctant, thinking this is more a transient hype than anything else, there is research to back this all up. On April 23, 2014 the Stanford News reported on a study that found that walking boosts creative inspiration. The research included four experiments with 176 college students and other adults. They had to complete tasks commonly used by researchers to gauge creative thinking. Participants were placed in different conditions: walking indoors on a treadmill or sitting indoors – both facing a blank wall – and walking outdoors or sitting outdoors while being pushed in a wheelchair – both along a pre-determined path on the Stanford campus. Researchers put seated participants in a wheelchair outside to present the same kind of visual movement as walking. Three of the experiments relied on a "divergent thinking" creativity test. The overwhelming majority of the participants in these three experiments were more creative while walking than sitting, the study found. In one of the experiments, participants were tested indoors – first while sitting, then while walking on a treadmill. The creative output increased by an average of 60 percent when the person was walking, according to the study. You find more information on: http://news.stanford.edu/news/2014/april/walking-vs-sitting-042414.html

Emily Peck, writing in the Huffington Post on April 9, 2015, adds: “Walking helps break down formalities, relaxes inhibitions and fosters camaraderie between colleagues - and less eye contact can fuel more personal conversation. Meeting on the go also minimizes distractions - no phones, email, texts, colleagues interrupting you.”

As reported on CNN on March 20, 2013 (http://www.cnn.com/2013/03/20/business/walking-meetings/) “Jack Groppel, vice president of consulting group Wellness & Prevention, owned by Johnson & Johnson, has advocated a program that calls for standing up and walking around in the workplace for one or two minutes about every half hour, a process that he says would increase productivity. Groppel says when workers start moving, it triggers a slight raise in heart rate for the first minute or two, meaning more oxygen is getting to the brain. "What we did find in the studies that we did, after 90 days of doing this, people felt increased amounts of energy, they felt increased focus, they felt improved engagement," he says.”

In my coaching practice I have for many years suggested walking meetings and increasingly used them myself for one-on-one conversations, especially when the topic is delicate or tensions are expected to be high. Physical activity releases tension through your body’s activity and the neutral meeting grounds are generally an easier environment to discuss matters than either person’s office or HR’s office for that matter.

One website for more tips on walking meetings: http://www.feetfirst.org/walk-and-maps/walking-meetings

And an interesting TED talk on walking meetings by Nilofer Merchant, who calls sitting the smoking or our generation: http://www.ted.com/talks/nilofer_merchant_got_a_meeting_take_a_walk?language=en

I urge you: Get up and walk. Benefit from Walk & Talk Meetings.