from wanting change to getting change


Full disclosure: I strongly prefer revolution to evolution. Generally speaking, events roll slower than I would like and with less drama than I would prefer. Perhaps because of this I have developed

  1. the veneer of patience
  2. effective strategies for getting change implemented.

sidebar: I do believe that evolution is the natural state of the world, that left to itself, situations evolve. The revolutionary can have an impact as a force for change that occurs more radically, fundamentally or profoundly; which is something I can’t help but be drawn to

I’ve had many conversations with colleagues who are nervous, anxious about change, even change they deeply desire but seem unable to embrace or execute. Of course, part of the problem here is that we all call for change, can think of things we wish were different but the catch comes when that change requires we change ourselves! Barak Obama famously won election to President of the USA on a “Change” ticket – and is feeling the full backlash of an expectation that stuff would therefore change, but is almost wholly unable to influence individuals to change their own behaviours.

  • Know what you want (answer this question: “What do I want?”)
  • Invest in self awareness so that you can make yourself available to what really matters to you and that you can model the change you want
  • Build followership and alliances that support and energise your change

Let’s start then with wanting change – look around you 360 degrees and boil to one theme that captures what you want to change. I’ll use something by way of example that I hope resonates; as I look around me, I want to change the level of trust that colleagues have in one another to move from ‘functional’ to ‘high’

I’ll assume you have a good baseline or metric to determine the current state – I have internal poll data that I would use.

Now for getting that change implemented, Go First! in no other aspect of the leaders practise is it so important to lead from the front and model the behaviour you desire in others yourself. In the example I have used, trust is about being predictable and reliable (see separate posting on Trust)

Make yourself available to the situations you take most energy from as a default. In the example I used here, building trust means investing in situations that have trust as a defining theme or issue and diving in to really expose difficult issues and address resistance or head-in-the-sand avoidance head on.

Don’t be shy – talk about what you want often and with passion, make clear your vulnerability. Keep your eyes and ears open, as you speak and write about trust you should spot where you can build alliances with engaged colleagues around you. Enlist! Enthuse! Energise!

References:

[The 5 Dysfunctions of a Team]

Difficult Conversations: How to Discuss What Matters Most by Bruce Patton

Permalink: http://www.amazon.co.uk/dp/014027782X

@Yodaism: “If no mistake have you made, yet losing you are, a different game you should play.”

The bottom line on effect change is to know what it is you want to change which requires some degree of self awareness, following that go – start now!

Add to FacebookAdd to DiggAdd to Del.icio.usAdd to StumbleuponAdd to RedditAdd to BlinklistAdd to TwitterAdd to TechnoratiAdd to Yahoo BuzzAdd to Newsvine

Advertisements

Triangle of Worth ™


Some advice with regard to strategies that I can *prove* deliver results for diverse, geo-distributed teams:

The Secret Sauce: Based on a recipe I cooked up a few years ago called “Triangle of Worth” the key philosophy is a combination of elemental needs for teams and individuals to have a high sense of worth in the workplace and they are:

  1. sense of vital mission – am I working on the critical path?
  2. sense of equity – do I get out something commensurate to what I put in?
  3. sense of respect – am I able to respect the values and mission of my colleagues and peers – and can I assume they respect mine?

Many of the best trends you can observe in the ‘organisational health’ stats I am proud to have been associated with across a number years, teams and geos are influenced by putting this philosophy into action

Ingredients:
  • Clear Vision and Mission
  • OnePager or Equivalent set of goals and KPIs
  • Regular review period not > 3 months
  • Actionable Scorecard
  • Great communications
Method:

Take your OnePagers and make sure they represent a nuclear group – there are 10 active OnePagers for a team of around 60 peeps – so in aggregate no more than 6 people can describe their work in 1 page. I don’t know what the maximum size is to be effective – but it is not huge

Happy to supply some examples / templates – mail me directly

Finally – get into the rhythm of sending weekly notes from staff meetings to all hands – but these notes always start with a commentary from the leader and follow with the wildly important goals for the team this week (not a status of things got done. The focus on goals for the week makes a difference as they tie back to OnePagers or KPIs and so ground that cannot be overwatered is watered again. Regular and consistent is key.

Go, start now!

Add to FacebookAdd to DiggAdd to Del.icio.usAdd to StumbleuponAdd to RedditAdd to BlinklistAdd to TwitterAdd to TechnoratiAdd to Yahoo BuzzAdd to Newsvine