Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘organizational change

Barriers to Integrating Change

with one comment

problemsolving1

Implementation strategies are an essential part of the team approach. These are part of the initiatives for change that the team process is chartered to accomplish. For teams to successfully introduce change into the organization, they must integrate the principles, actions, methods and practices associated with the desired outcome of the project. The team’s inability to integrate these elements into the organization is a barrier to its success.

Teams create their own integration barriers when their behavior is inconsistent with the principles, actions, methods and practices they are introducing into the organization. It is not enough to organize, plan, pilot and introduce organizational transformations; these introductions must cause change and be reflected in the team’s behavior.

Teams that block themselves at the implementation stage repeatedly get mired in a web of bureaucratic minutiae, focusing on small details at the expense of a successful project. They confuse plans and strategies for the final project and the repetition of processes and procedures for change. Consequently, they never fully integrate the desired behaviors into their own team. Teams get caught up in the form rather than substance of the project.

At some point in the team process leaders must refocus their team’s efforts on successful completion and implementation.

When a team gets trapped in an integration barrier, it gets immersed in a cycle of repetitive actions and activities that drain enthusiasm and drive. For the sake of perfection, teams ultimately lose their passion. Without this internal drive, there is little incentive to see the project through to successful completion.

If teams wish to break out of this trap, they must either seek acknowledgement of their accomplishments from outside of the team or develop the ability to generate an internal appreciation. When a team can step back and review all that it has accomplished, it has the ability to rekindle its enthusiasm to complete the project.

As teams review their progress and enthusiasm, they become aware of the influence of specific members who are demanding unattainable levels of perfection. At this point, leadership is required to solidify the responsibilities for the last stages of implementation and push the project to completion. Leaders must assume a give-and-take attitude to see the project through.

Leaders must also ensure that teams do not get bogged down in attempting to meet a myriad of expectations. Management, customers and suppliers may create these expectations, but a team must review its standards for performance to reestablish project priorities and direction. This process alone often renews the team’s enthusiasm and passion by marking a clear path to follow.

Successful implementation of team projects involves cultivating relationships with the individuals whose responsibilities are going to be impacted by the project. Many teams mistake their charts and reports for the work that must be implemented, and fail to understand the need to interact with the people involved.

Teams must ensure that a preoccupation with detail does not waste valuable time. Implementation of any project is time intensive. Teams desiring to deliver a perfect system can be admired, but wasting time on minor and often insignificant details causes delays and forces the team to eventually deliver a less than ideal project.

Successful project implementation requires individual team members—often without the requisite authority—to assume responsibility to achieve specific objectives. This often puts pressure on team members and their ability to influence, foster trust, build on the ideas of others, acknowledge their contributions and understand their points of view. The final implementation stage is stressful and tests the ability of the team to work together to meet its goals and objectives. This stage is where team bonds and cohesiveness matter and help the team overcome this final barrier to success.

If you are seeking proven expertise and best practices on generating successful results and outcomes with your teams to train or educate your employees to solve problems and improve their performance in this area, refer to Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series. Click here to learn more.

Related:

Five Pitfalls Teams Need to Avoid

Seven Characteristics of Strong Teams

Strategies and Solutions for Solving Team Problems

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Advertisements

Ten Steps You Need to Take to Effectively Sell Your Ideas

with 3 comments

Louis Gerstner - IBM

Louis Gerstner – IBM

Leaders have ideas and a personal vision of what they feel their organization is capable of accomplishing. Ideas and vision are meaningless unless a leader can effectively communicate them to others and win their approval.

When leaders introduce a new idea to an organization, they are not only selling that new idea, they are selling the concept of change.

In many organizations, the concept of change is not readily accepted and often takes time and patience to implement. This is where many leaders find their values and principles tested. Their ideas are often not accepted at first and they must present them over and over again until they are. However, during this period, each rejection causes the leader to reevaluate their position and refine their ideas until they find acceptance.

As facilitators of change, leaders will encounter many barriers and obstacles within their organization. It requires time, persistence and the ability to organize and effectively communicate new ideas and concepts. A true leader will not give up on their vision and the ideas and concepts that define it. They are convinced of the merit of their ideas and remain focused until they are able to see them implemented.

Leaders must use effective communication methods to implement their ideas including the following steps:

Evaluate

Before a leader can present and sell their idea to others, he or she must take the time to make sure it is carefully conceived and thought through. It is not sufficient to simply state an idea and then hope the organization implements it. Rather, before presenting a new idea or concept, the leader must examine it from all aspects, perspectives and viewpoints. He or she must determine if the idea is feasible in terms of time, money, personnel and other available resources.

A poorly conceived idea or proposal has little hope of a fair hearing, much less being approved.

Substantiate

A leader can best move an idea or concept forward by taking the time to research whether or not the idea has worked elsewhere. If it was tried at another company location or within the industry, there may be results and statistics that can be used for validation.

Leaders can substantiate their conclusions with impartial documentation cited in trade journals, magazines, newspapers, books and industry research papers. Naysayers will find it difficult to dispute a well-documented and conceived idea.

Develop Scenarios

Before formally presenting a new idea or concept, leaders should take the time to develop a best- and worst-case scenario. Typically, neither the best- nor worst-case scenario will occur. Actual results will normally fall somewhere between the two extremes, but before a final decision is made it is important to identify the exposure to the organization.

It should be noted that when leaders develop scenarios, the assumptions on which they are based are critical. The more realistic and substantiated the assumptions, the more reliable the scenario. Faulty assumptions can produce a skewed, unrealistic and therefore unreliable scenario.

Solicit Feedback and Support

Before making a formal presentation, astute leaders will solicit feedback from allies and associates. This provides an initial forum to test their ideas and concepts while gathering additional feedback in order to make modifications and improvements before a formal presentation is made. It also allows leaders to build the internal support they need to move their ideas and concepts forward.

Link Benefits to Idea

Individuals will support a new concept or idea when they grasp the benefits to be derived from it. Everyone wants to know, “What’s in it for me?”  Leaders can use this reality to their advantage by clearly outlining and communicating the benefits of their idea to the organization, employees and customers. This allows leaders to build internal support as individuals realize the personal benefits they will experience from the idea once it is implemented.

Review Timing

New ideas and concepts can be welcomed at certain times and ignored at others. If the organization is dealing with many other issues or it is the end of the budget, new ideas and concepts may not be received or tabled until circumstances change. These circumstances can affect whether a new proposal is even reviewed.

Leaders must be aware of the timing of their presentation so that it is well received. They understand the priorities of their organization and wait until they know their ideas will be received and allocated the time and resources to fully evaluate them.

Communicate with Passion

The creation of new ideas and concepts are part of a leader’s vision for the organization. They must communicate their ideas with passion and paint a vivid picture of their vision in order for the audience to appreciate the positive changes that will come with it. A lackluster presentation makes for lackluster results.

Anticipate Objections

An effective communicator will anticipate objections to their idea(s). Rather than passively wait for these negative comments to occur, he or she will immediately address them at the beginning of the presentation with documented facts and figures. By anticipating and addressing objections up front, fewer objections will occur later. Problems arise when leaders attempt to hide and mask negative information, problems and implications. This renders their presentation suspect and subject to more intense scrutiny.

Identify Best Communications Method

Depending upon the scope and complexity of a new idea or concept, there may be multiple ways to present an idea to superiors, associates and employees. Leaders must determine what will be the most effective manner of communicating their ideas, whether it be a memo, report or a physical presentation to a group or committee. The optimal mode of communication will vary, but leaders should consider that which will best convey their new idea or concept to the decision making individual or body.

Request an Evaluation

When leaders encounter resistance to the implementation of an idea or concept, they request a controlled evaluation to be conducted on a limited basis. This provides the decision maker(s) with concrete facts on which to base their final decision.

Excerpt: Improving Communications in the Workplace: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI, 2011)$ 16.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

Execution: Six Action Steps

with 7 comments

dynamicsleadership

In the face of overwhelming change, it is often difficult to predict the future with any certainty. Managers must have the flexibility to adapt to change and harness its forces to their advantage. In many cases the results of such an upheaval cause a shift in both thinking and actions. While this process can be difficult for some managers to adjust to, one thing is certain: they can either adapt or be bypassed. Market and business conditions are unforgiving to the manager who resists change.

Managers must recognize that many of the traditional business models of the past are no longer applicable. A number of organizations have employed a host of management fads over the past decade with either limited success or disastrous results. Aside from the implementation of new ideas and concepts meant to enrich the authors rather than the company, it is certain that managers must deal with the ever-increasing forces of change that appear to be both overwhelming and unrelenting.

It is important for managers to understand that they are forced to adapt to and align themselves with the changes impacting their industry and company. The traditional direct-and-control role is being replaced by the principles of active leadership and empowerment as the most effective method to anticipate and handle changes in the business environment and marketplace. As a result, the manager is required to take a proactive rather than a passive stance. In this way leaders are on the alert and prepared to deal with the constantly changing business environment.

Managers must adapt to meet the demands of their company, customers and the marketplace. Their professional development and transformation into a proactive leader is interlinked with the changes their organization must make to survive and prosper. The shift can be accomplished by the continual application of the ideas listed below. Since change is continuous and relentless, the evolution of new ideas and professional development must also be ongoing.

Brainstorm

Managers must always be seeking new ideas to implement in their business. The best source of new ideas and insights lies within the native knowledge of their individual employees. They are positioned in the front lines of the business where they gather feedback from both coworkers and customers, and see firsthand what the competition is doing in the marketplace. Unfortunately, in many organizations this wealth of knowledge is seldom tapped, much less converted into a useful form. Yet this source of information, insight and ideas are at the manager’s fingertips.

Managers need to schedule ongoing brainstorming sessions to utilize their employees’ knowledge and work through ideas and concepts. Where geographically dispersed branches or locations prohibit this, managers should consider a threaded discussion group using email as a tool to engage their employees as a group.

Brainstorming has distinct advantages in that it feeds on participant synergy in order to build on ideas and concepts. Most participants feel energized and motivated when the exercise is properly undertaken and all ideas and feedback are considered and treated with respect.

Abandon Prejudices

Most seasoned managers have personal prejudices regarding how things in their business should be run. Formed from their experiences and successes over the span of their career, these biases can hinder a manager’s ability to develop and implement new ideas and concepts. With the speed and impact of change in the world now, it is essential to know that what has worked in the past may no longer be effective, and that the fact that old processes may still be in place does not mean there are not better ways of doing things.

New ideas and concepts developed during brainstorming or from other forms of feedback should not be summarily dismissed as a “bad fit” for the corporate culture. Managers need to put aside their personal prejudices and examine viable ideas from all angles in order to determine whether they have an application or can improve employee and company performance.

Implement New Ideas

While managers should seek out new ideas from their employees, customers and their own research, more must be done. After developing these ideas, determining their applicability to the company, and prioritizing them, managers must then implement those that can have the most impact.

People generally fear that new approaches will not work. However, managers must overcome their reluctance by continually testing new ideas. If they do fail, they should learn from the experience and move on to other concepts. It is from a series of failures and the subsequent lessons learned that new and viable ideas are built.

Remove Barriers

Managers must remove barriers their employees may encounter that hinder their effectiveness, productivity and efficiency. In the sales environment, this can typically include reports as well as reworking procedures that hinder their ability to directly deal with a prospect or customer.

Managers need to measure what is actually needed versus what is currently required. The implementation of new ideas and the increase in the level of customer service may require a streamlining of procedures to enhance the individual employee’s ability to be productive and attain desired results.

Think Small

From the mid-90s to the mid-00s there was a tendency for companies with a “bigger is better” mindset to expand through acquisitions and mergers. However, managers must now think small. This adjustment may include reorganizing units into smaller cells that are more adaptable to change. Additionally, thinking small should translate into the areas of goals and planning. IBM built their business on the philosophy of small successes. By breaking their goals down into a series of less daunting, more easily attained steps, employees were able to build their confidence and motivation by completing one after another. The outcome was the same as giving employees the entire goal at once, but in this manner it did not seem insurmountable.

Lead with Passion

As managers transform themselves into proactive leaders they must evolve in their style so that they lead with a passion, sharing their personal vision at every opportunity with their employees, customers and suppliers. They will find that their passion is contagious and that it will impact the performance of the entire team.

Excerpt: Professional Development: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI, 2011) $ 17.95 USD

Related:

Four Major Hindrances to Empowerment

 Creating a Culture of Innovation

 Why New Ideas Trigger a Competitive Advantage

 You Don’t Choose Your Passions, Your Passions Choose You

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

When the Process of Change Spins Out of Control

with 4 comments

headinhands

The process of organizational change is complex. A number of associated factors have the ability to impact the organization’s overall ability to successfully evolve. Improper development, management and monitoring can result in the change process spinning out of control and creating chaos. In the center of this storm, it is the leader who must then wrestle control of events and restore order.

As individuals are making the shift from a management to leadership style, the entire workplace is being buffeted by change. The leader is no longer controlling the employee’s actions, but guiding and directing them through involvement and empowerment. Properly executed, this should be a smooth transition. However, ill-conceived plans implemented by poorly prepared leaders and employees can turn the entire process into chaos.

Most organizational changes do not transpire quickly. Typically, organizations and leaders both evolve together as they transition from one style of management to the other. Leaders grow through the persistent application of leadership ideas and concepts and development of their skills. The process is without an ending point, and continually moves forward over time.

Leaders who find themselves in the midst of a process that has swirled out of control must not be swept away by the tide of events and circumstances. If they are, they will give up the ability to remain detached and view what is happening objectively. This can be challenging because they must regain control while dealing with the daily demands and pressures of the job. Because of this they must understand that they are staring down a complex and often daunting task. For the leader in these circumstances, the first step is to retain or regain emotional control and then proceed dispassionately.

Identify Causes

It is simplistic to think a single cause of a complex problem can be identified. Most problems are caused by ever-widening and overlapping circles of circumstances and events. What appears to be an obvious and clear-cut cause is often only symptomatic of a much deeper problem. When events appear chaotic, the problem can lie in more than one area and each has to be addressed in turn.

Leader’s Role

While real introspection is often painful, a leader has to identify any possible personal contributions to the problem. Chaotic events often occur for reasons directly stemming from the leader. In certain instances the leadership role was thrust upon an individual lacking the aptitude and confidence to fulfill it. Once in the position, they fail to lead and are unable to manage due to the organizational change, and consequently leave a vacuum that is filled by disorder.

In other instances, the leader may be new and inexperienced and is attempting to accomplish overly ambitious goals and objectives. Rather than evolve, they are pushing change too fast or expecting too much of their employees.

Employee’s Role

When the process seems to be collapsing, the employee’s role must also be examined. In certain instances employees did not receive adequate training to fulfill the roles expected of them. In other cases too much is expected of employees too quickly. They are immediately overwhelmed and unable to deal with the circumstances.

A lack of employee involvement and empowerment in the process can cause major setbacks. Their lack of input and feedback did not foster the ownership of ideas and participation. Consequently, they perceived too high a personal risk, which created resistance. Since their involvement is essential, this created a void that was quickly filled with chaos.

The Plan’s Role

Consideration must be given to whether the plan underlying the process itself may be flawed. This can happen for a variety of reasons brought about by both the leader and employee’s participation (or lack thereof) in its development. Motivation, beliefs, resistance and lack of skills and/or experience can give rise to a poorly conceived plan. Typically, such problems associated with either leadership’s or employees’ role in the process will impact the overall plan.

Timing and Timetable

Ill-conceived timing and timetables can wreak havoc. Inexperienced leaders might not be aware of the impact of certain change implementation dates on the organization. Additionally, attempts to accomplish too much too fast can overwhelm the entire organization.

The Organization’s Role

In certain instances, management can undermine their own efforts by micromanaging the process and issuing counterproductive dictates and mandates. In other circumstances, employees might not trust the motives of the company due to past experiences and existing policies.

Lack of management and financial support of the process undermines employees’ ability to accomplish their goals and objectives. Without proper support, leaders’ efforts will be severely hampered.

Question the Premises

Leaders must question the rationale and premise for the process of change. Based on their current experience, they must revisit the assumptions, facts, data and other key factors identified at the beginning of the process. They must determine if the logic and thinking behind the process is still valid in light of their experiences.

Determine Solution

Once the causes have been isolated, leaders are often forced to begin the entire change process again. However, now they have identified the sources of the problem and have learned from the experiences of past failures. With this base of knowledge and expertise, they should be able to streamline the process and eliminate many of the bottlenecks. However, if they have not addressed the causes honestly and objectively, many of the same problems will recur.

Implement Plan

Once control has been regained, implementation of the process should proceed more cautiously, assuring that a solid foundation for change is established and that each step is successfully and competently achieved before moving ahead with the next.

Astute leaders should enlist the assistance of key influencers within their employee pool. These are the natural leaders who have the ability to persuade others and enlist their support. If these individuals are sold on the idea of change and understand that the benefits more than offset the risks associated with change, they will be able to convince others within their ranks of the same—and make the leader’s job much easier.

The leader should also ensure his or her employees have been properly trained in the necessary skills to do the job. Once they have achieved this level, they should be involved and empowered to participate and control the process from within their organizational unit.

Excerpt: Dealing with the Challenges of Leadership: The Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 16.95 USD

Related:

Managing Change: The Transition From Chaos to Order

Barriers to Integrating Change

Anticipating and Handling Employee Fears of Change

Managers as Facilitators of Change

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

The Concept of Change Means Leaders Must Communicate

leave a comment »

smallgroup7

Leaders are the facilitators of change within their organization. As such, in implementing an initiative or new direction, they must employ proven techniques and strategies to ensure good communication with their employees. This is true of the entire process of change—from beginning to end. Without open and effective communication, leaders can create problems and issues that hinder their efforts to make the needed changes.

Leaders should understand that change is uncomfortable, and adapting to change can be confusing and messy until the “kinks” are worked out. There is no way to communicate change to employees that makes it an enjoyable process. While planning for change can list tasks and responsibilities, it doesn’t lessen the discomfort of altering long-held behaviors and habits that comprise individual employee comfort zones.

Because change is in fact an ongoing, difficult process that pulls people out of their comfort zones, the importance of good communication is magnified. It becomes crucial for managers and leaders to gather outside sources of information, solicit employee feedback and perspectives, and use this information to create specific “plans of attack.” Every group is unique and a cookie cutter approach to communicating and managing change will not work.

Within the realm of a leader’s main responsibilities is the role of effectively conveying the need for change to his or her employees. The concept of change means that leaders must communicate during the planning, announcing, implementation and completion of the process of change within their organization.

Proven techniques for facilitating smooth and effective communication include:

Identify and Communicate the Results to Be Achieved

The communication of change means that leaders must clearly articulate the results they want and the specific means required to achieve them. Often leaders must communicate two messages simultaneously: the macro, or “big picture” of how the changes in their unit plays a role in the overall changes within the organization, and the micro, or detailed picture of the specific changes to be made.

When leaders communicate both the macro and micro views of change, they give their employees a balanced picture of how their contributions to facilitating change benefit the organization. Surveys have shown that employees are markedly more effective when they understand how their efforts contribute to the overall goals of the organization.

Simplify Jargon and Buzzwords

Many organizations and industries have developed their own jargon and buzzwords. Often managers, leaders and employees rely heavily on these specialized terms. However, many of these words lack real substance or meaning in their daily use. Words and phrases such as “responsive,” “employee friendly,” “customer focused,” “empowered” and others should have specific meanings. For instance, if an organization is responsive, what exactly does that mean to leaders and employees? What are the parameters defining this word’s use and application? The same is true for any other buzzword: tts definition should be plain to employees so they are clear on what the term means and how it applies in the workplace.

Share Information Early and Often

Managers and leaders should share as much information as possible with their employees.

In many large publicly owned organizations, the emphasis is placed on good communication with investors, not employees. While obviously the importance of the former cannot be argued, it is the latter that does the work of moving the organization forward.

Consequently, when employees learn of organizational changes and developments through the media or the rumor mill, they become more apprehensive and less productive until put at ease. Rather than lose time and revenue to this anxiety and uncertainty, managers and leaders communicate as much information as they can up front.

Maintain Quality and Consistency

Managers and leaders should maintain a consistent, quality flow of information to their employees. Due to the ease with which communication channels can get bogged down with meaningless information, leaders should filter their communications to ensure significant and substantial information is imparted to their employees.

Don’t Underestimate the Duration of Change

Many leaders fail to appreciate the length of time required to develop, nurture and maintain change within their organization. Effective change goes beyond its announcement or the introduction of new programs to implement it.

Leaders must understand that organizational change means altering ingrained personal habits. This takes time, and open and active communication is required throughout the process. Leaders should not shortchange it with ineffective communication at critical, often later stages of change.

Use a Variety of Communication Pathways

Effective communication of change is as varied as each individual involved in the process. Many managers and leaders limit their communications during change to a single medium such as email or the intranet.

If managers and leaders wish to develop an effective communication program during the process of change, they should transmit their message through a variety of means, such as unit/company meetings, email/intranet updates and daily interactions.

Don’t Confuse Process with Communication

Managers and leaders should not confuse the process of change with communication. The process of change can include creating vision, developing teams, planning and countless meetings. Properly designed, these can be effective communication vehicles, but not sufficient to meet the communication requirements of organizational change.
Provide Ample Opportunity for Feedback and Concerns

Managers and leaders should provide their employees ample opportunities to share their fears and concerns, ask questions and share insights. Managers and leaders should make addressing employee concerns and following up with answers and informational updates a primary concern. This empowers employees and gives them ownership in ideas and concepts. It keeps key people from leaving, and often prevents those who remain from sabotaging the process of change.

Excerpt: Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Related:

Dealing With the Challenges of Change

Anticipating and Handling Employee Fears of Change

Use These Seven Strategies to Respond to Change

Communication Has to Start With Telling the Truth

For Additional Information the Author Recommends the Following Books:

Facilitating Change: Pinpoint Leadership Skill Development Training Series

Impact of Change on Individuals: Pinpoint Leadership Skill Development Training Series

Dealing with the Challenges of Leadership: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Strengthening Leadership Performance: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

 

Without Trust, Change is Difficult If Not Impossible to Achieve

with 2 comments

womanoncomputer

The need for trust in the workplace and communication therein is understood by many leaders to be the foundational building block of the organization. The degree of trust developed will impact employee performance and retention, the development of teams and implementation of organizational change. Irrespective of size and industry, organizations are comprised of individuals who desire the same thing: the ability to trust those they work with. People cannot trust an organization, but they can trust their superiors, employees and associates.

Issues of broken trust and personal betrayal are far from just the result of restructuring, downsizing or other major organizational events. They are the product of the numerous micro-decisions that leaders and managers make every day. When individuals do not keep agreements or remain true to their word, and do not share information or trust another employee’s judgment or competence, trust is breached. Employees develop feelings of betrayal that lead to a chain of unresolved conflicts. These unresolved conflicts build a strong sense of mistrust and disloyalty that is extremely difficult to counteract.

This is important for leaders because they are personally responsible for developing the trust needed to bind their organization together into a cohesive unit. They have the personal ability to control the series of micro-decisions that contribute to a sense of mistrust and undermine their ability to lead. With their personal words and actions, they have the power to build or destroy their employee’s faith. They are the ones who must know that every statement or decision, no matter how inconsequential it may appear at the time, has an effect on whether or not corporate goals are reached.

Feelings of broken trust and betrayal are not just the byproducts of cataclysmic organizational change. They happen every day, and are in fact so pervasive that studies conducted since the mid-1940s have consistently shown that employees seem to have higher needs for esteem, respect and self-actualization, while most employers feel concerned only for their employees’ salary and safety. This demonstrates a clear disconnect that has implications for the future of organizations.

There is an increased need for trust in organizations as the world and corporate environments continue to change. Both organizational structures and managerial practices are changing and these changes do not appear to be ending in the near term. The policies and traditions that cemented employees to a company, which they relied upon, have disappeared. They have all exacted a high price in the form of diminishing employee loyalty and trust.

Many managers and leaders will quickly attribute the lack of loyalty to employee job-hopping. Yet the 2001 Randstad North American Employee Review reported that 77% of employees polled defined success as “a long-term commitment with one company.”

The lack of trust in many work environments is pervasive. Restructuring, mergers and acquisitions have produced not only opportunity, but also uncertainty and anxiety. Individuals in the current climate feel that they are unable to trust their future, their organization or even themselves.

Leaders need to create open and flexible organizations that are able to readily adapt to rapidly changing conditions. All indications point to organizational environments becoming more complex as changes and global pressures become more intense. While this places tremendous stress on the organization, leaders must also respond to their employees’ needs in a way that honors relationships and builds trust.

Change requires organizations to become agile and flexible. This demands employees who are willing to take risks. Taking risks requires employees that are able to trust themselves, their capabilities, and decisions as well as their leaders, coworkers and organizations.

Leaders must learn to evaluate their employees to determine their capacity for trust. This means establishing a foundation for trust that demands that past unsettled conflicts be resolved before a solid foundation for trust can be built. It also means that leaders must be conscious of their daily practices that either make or break employee trust.

The dynamics of trust are complex. It takes time and effort to develop trust and one small event to lose it. Regaining lost trust, while extremely difficult, is a critical element in any relationship. By first trusting themselves and others, it is possible for leaders to then develop caring, genuine relationships and rebuild trust with their employees.

When trust is ignored, the pain and price is tremendous, as it is the key to all successful change initiatives within the organization. Without trust, change will be difficult if not impossible to achieve.

Excerpt: Building and Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Related:

Building Employee Support Requires Interactive Leadership

Eight Ways Others Evaluate Trust in Leaders

Five Strategies to Build Trust

The Concept of Change Means Leaders Must Communicate

For Additional Information the Author Recommends the Following Books:

Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series

Leadership Roles & Responsibilities: Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Negative Employee Behaviors: Pinpoint Leadership Skill Development Training Series

The Impact of Change on Individuals: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

The Concept of Change Means Leaders Must Communicate

with 4 comments

womancrowd

Leaders are the facilitators of change within their organization. As such, in implementing an initiative or new direction, they must employ proven techniques and strategies to ensure good communication with their employees. This is true of the entire process of change—from beginning to end. Without open and effective communication, leaders can create problems and issues that hinder their efforts to make the needed changes.

Leaders should understand that change is uncomfortable, and adapting to change can be confusing and messy until the “kinks” are worked out. There is no way to communicate change to employees that makes it an enjoyable process. While planning for change can list tasks and responsibilities, it doesn’t lessen the discomfort of altering long-held behaviors and habits that comprise individual employee comfort zones.

Because change is in fact an ongoing, difficult process that pulls people out of their comfort zones, the importance of good communication is magnified. It becomes crucial for managers and leaders to gather outside sources of information, solicit employee feedback and perspectives, and use this information to create specific “plans of attack.” Every group is unique and a cookie cutter approach to communicating and managing change will not work.

Within the realm of a leader’s main responsibilities is the role of effectively conveying the need for change to his or her employees. The concept of change means that leaders must communicate during the planning, announcing, implementation and completion of the process of change within their organization.

Proven techniques for facilitating smooth and effective communication include:

Identify and Communicate the Results to Be Achieved

The communication of change means that leaders must clearly articulate the results they want and the specific means required to achieve them. Often leaders must communicate two messages simultaneously: the macro, or “big picture” of how the changes in their unit plays a role in the overall changes within the organization, and the micro, or detailed picture of the specific changes to be made.

When leaders communicate both the macro and micro views of change, they give their employees a balanced picture of how their contributions to facilitating change benefit the organization. Surveys have shown that employees are markedly more effective when they understand how their efforts contribute to the overall goals of the organization.

Simplify Jargon and Buzzwords

Many organizations and industries have developed their own jargon and buzzwords. Often managers, leaders and employees rely heavily on these specialized terms. However, many of these words lack real substance or meaning in their daily use. Words and phrases such as “responsive,” “employee friendly,” “customer focused,” “empowered” and others should have specific meanings. For instance, if an organization is responsive, what exactly does that mean to leaders and employees? What are the parameters defining this word’s use and application? The same is true for any other buzzword: tts definition should be plain to employees so they are clear on what the term means and how it applies in the workplace.

Share Information Early and Often

Managers and leaders should share as much information as possible with their employees.

In many large publicly owned organizations, the emphasis is placed on good communication with investors, not employees. While obviously the importance of the former cannot be argued, it is the latter that does the work of moving the organization forward.

Consequently, when employees learn of organizational changes and developments through the media or the rumor mill, they become more apprehensive and less productive until put at ease. Rather than lose time and revenue to this anxiety and uncertainty, managers and leaders communicate as much information as they can up front.

Maintain Quality and Consistency

Managers and leaders should maintain a consistent, quality flow of information to their employees. Due to the ease with which communication channels can get bogged down with meaningless information, leaders should filter their communications to ensure significant and substantial information is imparted to their employees.

Don’t Underestimate the Duration of Change

Many leaders fail to appreciate the length of time required to develop, nurture and maintain change within their organization. Effective change goes beyond its announcement or the introduction of new programs to implement it.

Leaders must understand that organizational change means altering ingrained personal habits. This takes time, and open and active communication is required throughout the process. Leaders should not shortchange it with ineffective communication at critical, often later stages of change.

Use a Variety of Communication Pathways

Effective communication of change is as varied as each individual involved in the process. Many managers and leaders limit their communications during change to a single medium such as email or the intranet.

If managers and leaders wish to develop an effective communication program during the process of change, they should transmit their message through a variety of means, such as unit/company meetings, email/intranet updates and daily interactions.

Don’t Confuse Process with Communication

Managers and leaders should not confuse the process of change with communication. The process of change can include creating vision, developing teams, planning and countless meetings. Properly designed, these can be effective communication vehicles, but not sufficient to meet the communication requirements of organizational change.

Provide Ample Opportunity for Feedback and Concerns

Managers and leaders should provide their employees ample opportunities to share their fears and concerns, ask questions and share insights. Managers and leaders should make addressing employee concerns and following up with answers and informational updates a primary concern. This empowers employees and gives them ownership in ideas and concepts. It keeps key people from leaving, and often prevents those who remain from sabotaging the process of change.

Excerpt: Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Related:

Dealing With the Challenges of Change

Anticipating and Handling Employee Fears of Change

Use These Seven Strategies to Respond to Change

Communication Has to Start With Telling the Truth

For Additional Information the Author Recommends the Following Books:

Facilitating Change: Pinpoint Leadership Skill Development Training Series

Impact of Change on Individuals: Pinpoint Leadership Skill Development Training Series

Dealing with the Challenges of Leadership: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Strengthening Leadership Performance: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

%d bloggers like this: