Leadership Skills Necessary to Support Change

Over and over people bemoan, “Things are changing faster than ever.” Changes in what we do, how we do it, and who we do it with can leave employees out of breath and overwhelmed. Because employees often feel caught in the middle of all of these changes, leadership needs to know what employees are experiencing and what to do to assist them. All will benefit when guided respectfully through the predictable reactions to the various stages of change. The reactions may include conditions such as debilitating stress, poor morale, attitudes of non-commitment, and reactionary impulses, just to name a few.

The ineffective “olden days” when top leadership mandated, “Jump!”, and all employees responded with, “How high?” are gone. Companies nowadays have to change their focus quickly to excel through these more complex times. From the mass production models of the industrial revolution to today’s technology-based, high-speed information systems to the rapid-fire future issues of our global economy that are just around the corner, it behooves all of us to find a systematic way to grow ourselves and our people. The secret is to take the time to realign, rebuild, and recharge our departments and divisions, as well as to empower and revitalize those seemingly tired, angry employees to go forward, step up, and successfully meet the challenges that come with any change. Experiencing any major change process, like a merger, for example, is similar to experiencing a surgery. Like with surgery, every decision that is made before, during, or closely after the experience will likely do one of two things: move you closer to your vision (in the case of a merger, your vision would likely be to increase your market share as a result of the merger) or spiral your condition downward quickly. Spiraling downward quickly after a merger because you let things get out of hand could rapidly cost your company precious time, money, customers, and staff resources. You especially want to make wise, careful choices at these times.

Let me show you today how you can increase your market share by implementing these three crucial elements:

1. Leading, managing, and coaching employees through the ten stages of change; understanding the behaviors that individuals and groups go through during a major change process and the management techniques necessary for meeting your objectives.
2. Leading and managing people through feedback.
3. Creating buy-in; giving your people a voice so they will develop the intrinsic ownership of the vision which will be necessary for a successful merger.

Achieving a Positive Change Climate

Charles Darwin theorized that the fate of a species was determined by how “fit” it was. Interpreting Darwin’s statement, one might think that only the strongest or the fastest species would survive. But, this would not be an accurate interpretation of his theory of the fittest (especially when it comes to the defining the most “fit” in the business world).

Actually, it was neither speed nor strength that Darwin was referring to when he spoke of fitness. Rather, it was the adaptability of a species that would determine its fate. Similarly, evidence indicates that, just like in the animal kingdom, the survival of the fittest in the business world comes first to those who are able to change quickly and effectively in spite of tumultuous times in which cultural, environmental, and interpersonal changes are fast, fierce, and at times furious.

Organizational Change

To successfully navigate through change, it is essential that leaders, managers, and all employees gain an appreciation of one another’s challenges and needs. This vital first step will unify them as a team.

Second, they all need to identify and clarify for themselves and each other how they can help themselves and their organizations achieve a more positive change climate. These steps may seem minor, but because they help people mentally shift their existing paradigms, these subtle steps and this thoughtful upfront attention to detail will make the difference in a successful merger or change effort.

Third, it is necessary to discover specific ideas (and belief systems) generated by all your members regarding change. Organizations often fail to recognize that outstanding ideas for improvement already exist in their own backyard. Perhaps skipping this step is a common mistake because it is easier said than done to facilitate meetings wherein staff members feel safe and encouraged to honestly share-out. It is in the essence of these meetings that participants learn how to discover their own and each other’s strengths, as well as create and recognize the best solutions for their unique situations.

First, think of something you can do so well that you can teach another other person how to do it. Second, now think about the stages you went through on that mental and physical journey and the time it took to achieve your current proficiency. Third, now apply that understanding to this article and your professional career.

Anyone who has attained a certain level of proficiency in any endeavor, whether that be in a professional business setting, in academia, or in various sports and hobbies have all gone through and experienced a similar ebb and flow of struggle and growth. I have outlined these stages so that one may know how to more reliably attain the goals you have in your mind.

1. AWARENESS

Awareness of existing behavior, including thoughts, feelings, images, sensations and actions that are experienced as problematic: For example:

A. Catastrophic thoughts: e.g., “If I express my true ideas and opinions my colleagues or superiors will think I’m stupid.” …..Or my VP’s, supervisors and staff won’t think I know everything and will not have faith in me….. or will try and take my position.” B. Distressing feelings: e.g., anxiety, depression, guilt, etc. C. Disturbing images: e.g., an image of yourself as ineffective in your position, unsuccessful leader or a poor decision maker. (this is also known in the early stages in one’s career or promotion as the “imposter” syndrome). D. Discomforting sensations: e.g., generalized anxiety, headaches, shoulder, stomach or back pain etc. E. Ineffective actions: e.g., procrastination, inhibition, ineffective communication (listening and/or speaking), poor decision making skills, poor managing or leadership qualities.

(I have worked with experienced Presidents, CEO’s and other leaders who were technically capable yet inadvertently unaware and on their way to, or currently in the midst of, sabotaging their organization and subsequent careers because of their “blind spots” and fear of working with someone through them.

2. DISSATISFACTION

Dissatisfaction with present behavior: This can either produce motivation for change or the extinction of awareness through various psychological and/or outside influence’s or “distractions.” e.g., denial, obsessive compulsive behaviors, excessive alcohol & drug use etc.

3. AFFIRMATION

Affirmation of your present behavior’s original survival value: People will often justify the present behavior as needed or valued. I had a client who was a very smart woman and valued her ability to “multitask.” Yet her directors and staff saw this behavior as not valuing them, being distant, and not involving them in decisions. Inadvertently, projects fell through the cracks because she would often “forget,” communication between her departments became more strained because they all needed to stay on her “good side.” She did not fully comprehend the gravity of the situation until the President asked me to work with her and her division.

When this affirmation step is omitted, people frequently undermine (Sabotage) their motivation for change with self-blame or “finger-pointing” e.g., blaming others.

For example, let’s look at the two possible scenarios. Inhibition, placating, letting others always have their way (non-assertiveness) might have been an affective technique for a ten year old child when dealing with a harsh and critical parent. Conversely, the other extreme can be just as damaging as when that child took the abuse at home and then redirected that anger toward others.

As an adult these symptoms can play out as: a person needs to be the center of attention and rarely allows others a voice, unreasonable expectation of others, requires excessive attention/admiration, lacks empathy, envious, or has a sense of entitlement. As you can imagine and have no doubt experienced, a professional manager, Vice President or CEO with these tendencies can sabotage an otherwise successful team, department and/or career. Working through this step is integral in establishing a strong sense of self and an intrapersonal attitude that is conducive to professional growth, self improvement and change.

4. RESPONSIBILITY

For instance, some people in the workplace may have a “chip” on their shoulders. As a result, and as the previous example disclosed, their personal thoughts can be punitive and harsh as can their behavior toward others. Their actions can also be either too kind or too harsh given the reality of the situation. As a result, they are ineffective and cause themselves and others grief and the organization time and money with the bottom line being they come across as victims displaying some of these behaviors (e.g., attention seeking, need for admiration and lack of empathy, feelings of inadequacy, submissive and clinging behavior or preoccupation with orderliness, perfectionism and control). On the surface the symptoms may appear to be diametrically opposed, however, the underlying issue is the same and resolution to this challenge is to take personal responsibility for one’s life (not blaming oneself or others). This must be a major first step toward becoming a more satisfied individual, an appreciated co-worker and a successful leader.

The examples below highlight the difference between a person which allows the “victim” mentality to have control and a person who is being responsible, taking an active role in their thoughts and applying personal growth strategies:

A. Responsible position: “I feel depressed because I’ve “bought into” the belief that I don’t deserve to feel good about myself.” Victim position: “I feel depressed because nobody seems to care.” B. Responsible Position: “I have a point that will add clarity to why our marketing penetration is off by 7%, but I will wait until Gloria is finished speaking before I present my findings.” Victim position: Gloria is constantly talking and not saying anything useful, I’m going to interrupt her and present my data now. It’s more important anyway.” C. Responsible position: “I haven’t been willing to assert myself because I tend to doubt myself when others disagree with me.” Victim position: “I haven’t been able to assert myself because I keep getting shot down”

5. PERSONALIZED GOAL

Set an achievable goal, that is, a change that is under one’s own control rather than dependent on someone else’s approval. Trying to gain another’s approval may be regarded as a desire (or want), but not a personalized goal which is under one’s own control. Focusing attention and energy on personalized goals increases one’s sense of personal power. Conversely, focusing primarily on desires or approval by others tends to increase one’s sense of powerlessness and vulnerability. Some examples are given below:

A. Personalized Goal: ”I’d like to reprogram the belief and overcome my anxiety of speaking up in meetings. Desire: “I want others to care about me so that I won’t so scared to speak up in meetings. B. Personalized Goal: “Effective leaders set the example and are respectful of others, when Gloria is finished I will tie her ideas into my new data so she saves face and the group gets the updated information required to hit our marketing target of 12% penetration. Desire: I am the Executive VP and I should be able to interrupt at anytime to present my information and move these meetings along. C. Personalized Goal: ”I’d like to support myself in the face of other’s disagreement so that I am willing to express my ideas and opinions more assertively during our meeting.” Desire: “I’d like to have my colleagues accept me so that I can express myself more assertively.”

6. DEMORALIZATION

Frustration and demoralization often occur at this stage when one discovers that steps 1-5 do not automatically produce change. There is often a mental struggle going on inside of you where one part is wanting to quit, but the other knows that if you work through this “stage” then success will be forthcoming.

Example, Think of any previous success you have enjoyed whether that is sports related, academic achievement or any act that made you “endure” over a period of time. If you draw on the mental processes, steps and strength it took to achieve that milestone or success then, you no doubt, know the next steps you must take at this cross road. In essence, revert to what you know and have been successful at (the processes, concepts and struggles that were needed) and apply them to this particular challenge.

7. INTENTION

A strengthened resolve to give the goal implementation process vigilant attention is required at this critical stage. This is the step at which one’s personalized goal is translated into an intention to change. An intention to change doesn’t guarantee change; however, it does have more action potential than wishing or wanting to change.

“Until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative and creation, there is one elemental truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too.

All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issue from the decision, raising in one’s favor all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamt would have come his way.

I have learned a deep respect for one of Goethe’s couplets:

‘Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.’”

-W. H. Murry from the Scottish Himalayan expedition to Mt. Everest

8. ACTION

One’s intention is then translated into specific action steps. These steps must be intentionally repeated, over and over again, until the new behavior begins to be expressed automatically. This frequently takes more time and attention than people are willing to devote.  But success is assured to those who persevere and apply sound Problem Solving, Decision Making and Implementation skills.

9. SELF-SUPPORT

Learning to support yourself through the period of vulnerability that occurs right after one lets go of the old familiar pattern of behavior and up to the point where one begins to feel secure with the new behavior or habit. One must model consistent mental and physical behaviors until which time the “experimental behavior” is firmly established, thus requiring increasingly less attention to maintain the change. A personal or professional mentoring group can be very helpful at all stages but especially this stage. Think of them as your personal “Board of Directors.” Corporations have them, why not you?

10. SUSTAINED – CHANGE

Congratulations. You have successfully completed your personalized goal. Now apply each step of this process to the small and large challenges that life presents to you each day and a happier more successful life will be yours as the old unhealthy patterns slowly fall to the wayside and the new patterns build up momentum and show themselves to you in ever self-fulfilling and profitable ways.

“10 elements of Intentional behavior Change” was originally developed by Dr. Joe Russo and stemmed from the work of James O. Prochaska of the University of Rhode Island and colleagues who developed the Transtheoretical model beginning in 1977 . I morphed these time tested behavior modification techniques and have applied them to the corporate environment for individuals and organizations who want to achieve “sustained change,” not just read about it, go through some idealistic steps and pretend change has occurred, when in reality, it has not. If one aspires to achieve extraordinary results, then extraordinary thoughts, behaviors and actions are needed. Are you ready to start?

Most people look at previous employment history and skill sets to decide on candidate selection. Although past history and skills can be decent indicators of future work, it is far wiser to look at this process through a different set of lenses. Each job actually calls for four major areas to be looked into before a candidate can be considered a good fit. To add value to your organization, be a good return on your investment and for them to be successful so that a long-term professional relationship develops, the four areas to consider are:

1. Company or department culture

2. Behaviors the candidate will need to posses to successfully complete job requirements

3. The actual skill set required to successfully complete the job

4. What does the organization or department need in terms of a team member to help them mature, evolve and be more successful?

Begin with the big picture and look at the culture of the department or organization a candidate will be coming into. The essential elements of culture are invisible, but learning about yours is paramount when making a decision to bring another person into this elusive mix. A brief and over simplified description of culture is: It’s how things are done in your company, the rights and rituals, company climate, reward system, basic values and the shared assumptions that a group has made in learning how to successfully deal with external tasks and cope with internal relationships. Next in line are the behaviors required for this person to be successful.

Behaviors are attributes of a person’s personality, which will increase their probability for success or failure within a certain culture and job. Behaviors cannot be taught; typically people are born with certain behavioral patterns and as one ages they tend to adjust but don’t typically change due to training. For instance, you may want to hire a salesperson. The behaviors that top your list are:

1. Ability to communicate easily with others 2. Make people comfortable 3. Copes easily with rejection, doesn’t take it personally and moves on to the next client 4. Provides information and closes the deal without coming across as “pushy” or “arrogant”

Skills on the other hand, are learned competencies, which can be generally achieved regardless of one’s behavioral set. In other words, keyboard proficiency, understanding computer programs, the ability to learn and explain sales features and benefits are all skills that can be learned through systematic acquisition of information and practice. And last, what type of person does your department need to maximize its strengths?

The last question, and in many ways the most critical and overlooked is, what does the department need, from a human and systemic standpoint, to improve and excel as a unified team? For instance, do you have a department that is mainly full of young get-it-done types who could benefit from a slightly older more methodical type who could add stability to the unit? Or perhaps, there is a group of older people who tend to be set in their ways and need someone with enthusiasm who can jump start your department. Obviously these are extreme examples but you get the idea. What does your team need to grow and expand; someone from the inside, not a manager?

Years ago, I worked on a consulting project with a large multinational corporation. One of the areas that needed guidance was the IT department. The Information Technology department employed eighteen techs that were under the age of thirty-five and two that were fifty-eight to sixty two, but no one who could bridge the gap, including the 48-year-old director of IT. Candidate (1) was around the age of 38, had less technical skill but was worldly, mature, had owned a business and knew what responsibility and internal and external customer service meant. He turned out to be the best fit because he could speak to both the younger set and older techs. In addition, he had a calming effect over the whole department and brought an element of moderation that was lacking. Candidate (2) had a better skill set and looked better on paper, but was more of the same; he wouldn’t have added anything new to the department except another pair of hands. By hiring candidate (1) we received another pair of hands, but more importantly, we hired a person who helped this department expand and grow to the next level of efficiency. So to answer your question, you are looking for someone who can add value to the whole organization, not just fill a spot for the moment so everyone can get back to work ASAP.

As you can see, adding a new person to your organization can be a short sighted quick fix of finding a body to fill a slot or it can be part of a systematized approach to building your company that will separate you from the competition. To recap look at:

• locating the right person who fits in with your culture
• has the right mix of personality and behaviors that will help your team stretch and grow
• has the required skill sets to be successful in the position
• someone who can help you take your team from where they are to where they need to be by adding something special because of their behaviors, personality and/or unique approach to your business and industry.

Taking the extra time to make the best choice will save you from having increased rates of attrition, high training costs and personality difficulties, which may lead to costly litigation in the future. Good luck and be choosy.

Whether I call it a strategic plan for larger organizations or a plan of attack for smaller mom and pop businesses, the foundational elements are the same. Having a clear plan on where your business is going and how to successfully and consistently achieve goals, so that all of your employees, managers and leadership fully understand their respective duties on how to get there, is paramount. The most pivotal aspect of this entire process rests on the ability of leadership and every employee under them to implement the strategic plan so that actions, statements, and behaviors result in improved conditions at all levels within your organization. When this takes place, your internal and external customers will benefit greatly and your competitors will try to emulate; resulting in your leading and your competitors following.

In my experience, however, working with National and International companies, approximately 95% of them have strategic plans, but only 3 to 7 % implement them consistently and effectively; most of these beautifully made documents start collecting dust after a mere 4-6 weeks after their launch. For example, and this represents the majority, not the minority; I had one President share with me that his organization had just completed a yearlong, mid-six-figure, strategic plan creation project; and it was a work of art housed in a leather bound embossed casing. However, when I asked him what he intended to do with it, he replied with a deer-in-the-headlights expression, “I don’t know.” Many of the problems surrounding implementation don’t stem from lack of trying, but rather from lack of understanding. Company leadership either believes the creation of the plan is enough and implementation will automatically take care of itself, or they confuse general strategic plan knowledge with the processing of the plan. In other situations, I have found they have gathered inaccurate information or no information at all, which they base their strategic plan on. Successful strategic plan implementation requires that your leadership team have skills, knowledge and experience, which creates competency when faced with follow-through.

A plan will not and cannot do anything but suggest a way to go; its a map. It does not promote ACTION. People promote action but usually don’t know what actual steps they need to take next because it requires them to do and be different than who and what they were 5 days before and leadership doesn’t know how to help model new behaviors. There are a lot of steps and stages that must be taken and met for a strageic plan can do you and your organization any good. The first step in this process is to determine if everyone on the leadership team and then within the organization knows about the plan, understands the plan and then knows what steps THEY must take to help implement the plan. This quick and easy assessment will help you determine how well the plan is understood.

Leadership Team Competency

These questions will help you and your team discover if you are ready to implement your strategic plan or if you must slow down and make sure everyone knows what the objectives are and their place in helping the company achieve those objectives. So many times I witness leadership going in one direction only to turn around and watch the rest of the company heading off in an entirely different direction–strange but, unfortunately very true.

Now for the assessment:  For ease of wording I use the term “leaders.” I suggest you mentally use all people of authority in your organization including executives, supervisors, directors, managers, assistant managers and so forth. I suggest you use a 0-5 Lickert Scale, where zero means “none of the leaders” and five means “all the leaders.”

1. Your leaders understand the strategic plan and are able to successfully set department goals in support of the strategy?
2. Your leaders lead meetings in which strategic issues are discussed in relation to operations?
3. Your leaders, if asked, could provide a priority list of issues directly related to strategy implementation for which they are responsible?
4. Your leaders set their subordinates’ goals and objectives according to the strategic goals that relate to their operations?
5. Your leaders evaluate, reward, and promote their people with strategic goals in mind?

Working Hard vs Working Smart

Working hard is needed, but working smart is required and nothing is more important to business success than working toward a specific destination and making sure you and your team have the fundamental skills, knowledge and competency to create and implement a useful strategic plan. For additional information on any or all of this material, please contact Kelly@InternalBusinessSolutions.com so we can schedule an appointment for you and i to speak about how to improve you and your company.

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Achieving a Positive Change Climate

Charles Darwin theorized the fate of a species was determined by how “fit” it was. Interpreting Darwin’s statement, one might think that only the strongest or the fastest species would survive. But, this would not be an accurate interpretation of his theory of the fittest (especially when it comes to the defining the most “fit” in the business world).

Actually, it was neither speed nor strength that Darwin was referring to when he spoke of fitness. Rather, it was the adaptability of a species that would determine its fate. Similarly, evidence indicates that, just like in the animal kingdom, the survival of the fittest in the business world comes first to those who are able to change quickly and effectively in spite of tumultuous times in which cultural, environmental, and interpersonal changes are fast, fierce, and at times furious.

Organizational Change

To successfully navigate through change, it is essential that leaders, managers, and all employees gain an appreciation of one another’s challenges and needs. This vital first step will help to unify them as a team.

Second, the executives and managers need to identify and clarify for themselves and each other how they can help the organization achieve a more open climate; one which encourages an honest assessment of the situation, not one which merely seeks to puff leadership egos. When conversation is facilitated properly, employees will feel safe and be encouraged to share their insight. These are the hall-marks of creating a positive change climate. Are all of your employees confident enough to provide input on delicate issues or do they hold back and smile, or worse, share what they think leadership or management wants to hear? In either case, if people don’t feel safe enough to speak-up and try to help the department or company solve problems then leadership is driving partially blind and undercurrents of fear and chaos are actually controlling and driving your company!

Third, it is necessary to discover specific ideas (and belief systems) held by all your employees regarding change. Leadership and management often fail to recognize that outstanding ideas for improvement already exist in their people. If your employees are frustrated, obstinate, and difficult it may because they care and want to help but leadership doesn’t value their input. As a result, your employees have given up and….you have taught them to give up because of your silence, snide remarks, and interruptions. yes, they will smile and nod because they must keep their jobs but they are not working with or for you.  If any of this sounds familiar or upsets you……Congratulations, awareness is the first step. The second step is to call me or another specialist who can help you re-align your organization into an effective, fun and profitable company.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@CorporateTherapist.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™