Executive ChangeTop 5 things leaderscan do to champion ch...
Executive Change
Top 5 things leaderscan do to champion change:
Smart leaders know they don’t “make change happen”. They understand that people in theirorganization do the work, change behaviors and ultimately make changehappen. They see that their role is tomake the change meaningful and easier to accept. Smart leaders champion change.
1 – They sell morethan they tell
Smart leaders know how to sell their ideas. They understandthat “telling” someone what’s going to happen is very different from “selling”them on the idea. I do not suggest thatsmart leaders use so called “high pressure” sales tactics. By selling, I mean they look for ways to getpeople emotionally committed to the change.
They tell stories, they pain a vision of a better future andthey engage positive emotions for people. They stay focused on the benefits rather than the costs. They understand that people need time toadjust to and to accept the change. Theywork to inspire buy-in instead of compliance.
2 – They help peopletune-in to WII-FM
Sales and marketing professionals talk about the radiostation that most people tune-in to on a daily basis. They know about WII-FM (What’s in it for me).
If it’s true about people in the marketplace, then it’s trueabout people in the workplace. Smartleaders know how to answer the questions on every employee’s mind: “what’s in it for me?”
Dr Aubrey Daniels, noted behavioral analyst and author of “Bringingout the Best in People”, makes two great comments regarding process of changeacceptance.
· People don’t resist change, they resist beingchanged· People don’t resist change if the changeprovides immediate positive consequences to them
Smart leaders know that people are generally more willing todo things that bring personal benefit than they are to do things that benefitthe organization. They take a pragmatic,not a cynical or negative, view of human nature. They see people for who they are and work toadjust their strategy to go with – not against – the natural drives of peoplein their organization.
3 – They work throughthe “head grapes”
Every organization has a grapevine – an unofficialcommunications channel that often moves faster than official ones. You might call the people who other peoplelisten to, and therefor influence the grapevine, the head grapes.
Smart leaders are not so impressed with themselves that theybelieve they have to do all o the influencing.
They know that the grapes have more personal influencewithin certain employee groups than they do. They understand leadership is about trust and relationship; it is notabout position. Recognizing this fact,they seek out influencers in the organization to make things happen rather thanbring recognition to themselves.
They strive to get the influencers onboard with thechange. They understand the power ofrelationships, and they put that power to work. They work with the head grapes to affect change so that they don’t haveto push against the “head grapes” resistance.
4 – They break thechange into “bite-sized” pieces
Smart leaders understand that people need both informationabout the reason behind the change and time to adjust to it. They also realize that they can’t waitforever to get everyone to commit to the new direction. So, they break down big changes into smallpieces that people are most likely to accept quickly.
By moving forward in small steps, smart leaders move theirorganizations with frequent, continual and steady forward progress rather thanthrough periodic big jumps.
5 – They buildpositive momentum
When they break larger changes into smaller, moremanageable, bite sized pieces, smart leaders position themselves to buildpositive forward momentum. Smart leadersknow that an early failure or setback can create more resistance later – evenif they do manage to overcome it.
Building a record of quick, early wins helps people acceptthe upsets that will happen on the w ay to success. Smart leaders understand the power ofmomentum – either positive or negative. Theybreak changes into small pieces that improve their odds of success, and thenthey pick the highest probability of success steps as their first move.
Keeping your associates motivatedthrough change:
Why is it that some businesses have people who stay with them andconsistently perform well? How do they keep them motivated, even through thetoughest changes?
Here are a few essential elements at the CORE (Clarity, Opportunity,Recognition and Equilibrium) of successful employment relationships:
Clarity
To get the right results, you need to be clear about:
the plan: business goals and values provide the foundation for alignment of people with business needs competencies: the skills and behaviors which drive your recruitment, selection and training activities roles: the tasks that people are to perform and the results that are expected resources: the systems, tools, information and relationships needed to succeed communication: ongoing and open dialogue to ensure continuing alignment of people with business needs. Opportunity
People want to do a good job and generally welcome opportunities to:
be involved: to be asked for their opinion and to have the opportunity to make a contribution grow: to develop skills and experience new opportunities for expanding and applying their knowledge and expertise comply: to understand what is expected of them in results and behaviour and do it succeed: to deliver the results expected. Recognition
Recognition of people’s value to the business is critical for ongoingmotivation and delivery of results. These include:
remuneration and benefits: ensuring that people receive pay, benefits and conditions of employment appropriate to the role that they perform and its worth in the marketplace ongoing feedback: investing the time to have regular reviews against personal goals, recognition of achievements and areas for improvement rewards: personal incentives such as public recognition, gifts or gift vouchers, development opportunities, etc. correction: despite best efforts, sometimes a relationship doesn’t work and underperformance needs to be addressed promptly, sensitively and legally.
Equilibrium
People like a sense of balance and assurance. This includes:
life balance: balancing our family and personal needs and our working life is a key driver in attracting and retaining good people respect: mutual respect between the employer and the employee and the capacity for open and honest communication team: people want to belong and to have a sense of being part of a collective in which they are respected for who they are and what they contribute security: the knowledge that the business is successful, my job is safe and I will be able to provide for my needs and those of my family sustainability: people’s confidence in the business commitment to continuous improvement and good corporate citizenship. Focus on these core elements and you will optimize your prospect of havingmotivated people in your business and a great return on your investment inpeople.
Top 5 things leaderscan do to champion change:
Smart leaders know they don’t “make change happen”. They understand that people in theirorganization do the work, change behaviors and ultimately make changehappen. They see that their role is tomake the change meaningful and easier to accept. Smart leaders champion change.
1 – They sell morethan they tell
Smart leaders know how to sell their ideas. They understandthat “telling” someone what’s going to happen is very different from “selling”them on the idea. I do not suggest thatsmart leaders use so called “high pressure” sales tactics. By selling, I mean they look for ways to getpeople emotionally committed to the change.
They tell stories, they pain a vision of a better future andthey engage positive emotions for people. They stay focused on the benefits rather than the costs. They understand that people need time toadjust to and to accept the change. Theywork to inspire buy-in instead of compliance.
2 – They help peopletune-in to WII-FM
Sales and marketing professionals talk about the radiostation that most people tune-in to on a daily basis. They know about WII-FM (What’s in it for me).
If it’s true about people in the marketplace, then it’s trueabout people in the workplace. Smartleaders know how to answer the questions on every employee’s mind: “what’s in it for me?”
Dr Aubrey Daniels, noted behavioral analyst and author of “Bringingout the Best in People”, makes two great comments regarding process of changeacceptance.
· People don’t resist change, they resist beingchanged· People don’t resist change if the changeprovides immediate positive consequences to them
Smart leaders know that people are generally more willing todo things that bring personal benefit than they are to do things that benefitthe organization. They take a pragmatic,not a cynical or negative, view of human nature. They see people for who they are and work toadjust their strategy to go with – not against – the natural drives of peoplein their organization.
3 – They work throughthe “head grapes”
Every organization has a grapevine – an unofficialcommunications channel that often moves faster than official ones. You might call the people who other peoplelisten to, and therefor influence the grapevine, the head grapes.
Smart leaders are not so impressed with themselves that theybelieve they have to do all o the influencing.
They know that the grapes have more personal influencewithin certain employee groups than they do. They understand leadership is about trust and relationship; it is notabout position. Recognizing this fact,they seek out influencers in the organization to make things happen rather thanbring recognition to themselves.
They strive to get the influencers onboard with thechange. They understand the power ofrelationships, and they put that power to work. They work with the head grapes to affect change so that they don’t haveto push against the “head grapes” resistance.
4 – They break thechange into “bite-sized” pieces
Smart leaders understand that people need both informationabout the reason behind the change and time to adjust to it. They also realize that they can’t waitforever to get everyone to commit to the new direction. So, they break down big changes into smallpieces that people are most likely to accept quickly.
By moving forward in small steps, smart leaders move theirorganizations with frequent, continual and steady forward progress rather thanthrough periodic big jumps.
5 – They buildpositive momentum
When they break larger changes into smaller, moremanageable, bite sized pieces, smart leaders position themselves to buildpositive forward momentum. Smart leadersknow that an early failure or setback can create more resistance later – evenif they do manage to overcome it.
Building a record of quick, early wins helps people acceptthe upsets that will happen on the w ay to success. Smart leaders understand the power ofmomentum – either positive or negative. Theybreak changes into small pieces that improve their odds of success, and thenthey pick the highest probability of success steps as their first move.
Keeping your associates motivatedthrough change:
Why is it that some businesses have people who stay with them andconsistently perform well? How do they keep them motivated, even through thetoughest changes?
Here are a few essential elements at the CORE (Clarity, Opportunity,Recognition and Equilibrium) of successful employment relationships:
Clarity
To get the right results, you need to be clear about:
the plan: business goals and values provide the foundation for alignment of people with business needs competencies: the skills and behaviors which drive your recruitment, selection and training activities roles: the tasks that people are to perform and the results that are expected resources: the systems, tools, information and relationships needed to succeed communication: ongoing and open dialogue to ensure continuing alignment of people with business needs. Opportunity
People want to do a good job and generally welcome opportunities to:
be involved: to be asked for their opinion and to have the opportunity to make a contribution grow: to develop skills and experience new opportunities for expanding and applying their knowledge and expertise comply: to understand what is expected of them in results and behaviour and do it succeed: to deliver the results expected. Recognition
Recognition of people’s value to the business is critical for ongoingmotivation and delivery of results. These include:
remuneration and benefits: ensuring that people receive pay, benefits and conditions of employment appropriate to the role that they perform and its worth in the marketplace ongoing feedback: investing the time to have regular reviews against personal goals, recognition of achievements and areas for improvement rewards: personal incentives such as public recognition, gifts or gift vouchers, development opportunities, etc. correction: despite best efforts, sometimes a relationship doesn’t work and underperformance needs to be addressed promptly, sensitively and legally.
Equilibrium
People like a sense of balance and assurance. This includes:
life balance: balancing our family and personal needs and our working life is a key driver in attracting and retaining good people respect: mutual respect between the employer and the employee and the capacity for open and honest communication team: people want to belong and to have a sense of being part of a collective in which they are respected for who they are and what they contribute security: the knowledge that the business is successful, my job is safe and I will be able to provide for my needs and those of my family sustainability: people’s confidence in the business commitment to continuous improvement and good corporate citizenship. Focus on these core elements and you will optimize your prospect of havingmotivated people in your business and a great return on your investment inpeople.
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