Sandy Schwan at Evolving Strategies, LLC. Organizational Change Consultant

Leave Unsaid the Wrong Thing at The Tempting Moment During Organizational Change

The real art of conversation is not only to say the right thing at the right place but to leave unsaid the wrong thing at the tempting moment."

Dorothy Nevill, British Writer 1826-1913

On a recent trip to London, I hopped in a taxi for an hour-long ride from Heathrow to my hotel. After I informed the driver of my destination, he turned back and said, "You have an American accent. Are you American?"

"Yes," I responded, thinking that I really have a 'southern American' accent.

He then made a pretty bold generalization about the culture I came from.

It was raining. I was a bit tired. I weighed my willingness to engage in a conversation. As I considered ignoring the comment I thought, "I should be able to do this. I should be able to talk to someone with a strong opinion even if I don't fully agree."

As this challenge took shape in my mind, I found myself more interested in a dialogue. I had no intention of trying to change his mind, but I thought, "Here's a guy who wants to be heard. And if there's hope for the world it's only if people like him and me can disagree in a respectful way." With this moral mission in mind, I responded.

"Not too worried about your tip, I take it?" I bantered and smiled at his eyes in the mirror.

He broke into a broad grin, then continued, saying that he loved Americans. Again, though, he reiterated some strong generalizations.

His voice got louder and his face redder the more he spoke. I began to wonder if I should just nod and smile or if I should really engage. I returned to my conviction that we can find peaceful ways of disagreeing. At one point in what turned into a five-minute monologue, I patted the back of his seat to interrupt him.

"Hey, my friend. May I ask you a question?"

He looked into the rear view mirror and paused. "Sure. This is your taxi at the moment."

"You know, I am from the United States and don't get as much contact as I'd like with people who have a whole different experience than I do. I am interested in hearing your views. And I may agree with some of them but disagree with others. Are you interested in mine, too, or should I just hear you out?"

"Oh, no," he practically crooned. "I want a debate!"

"Okay, then how about this. You take the first five minutes and then I get the next five. At the end, I don't care if we both agree on everything or not, but I'm guessing we might both be a little smarter. How is that?"

He laughed heartily, turned to face me full on and said, "That is a deal."

I don't know that my taxi-driver friend ended up seeing the world any differently when we were done with that ride, but I did. Not that my opinions were profoundly altered, but they were tested in a way I was grateful for. Most importantly, I was encouraged to discover that dialogue was possible with someone who held strong views and who seemed initially uninterested in anything but a monologue.

Action

This is what I've found to be helpful in such a controversial conversation. And be prepared: during organizational change, you can expect many such conversations.

1. Talk about how you'll talk. If you're having a one-sided conversation but would like a dialogue, and it's not going that way, stop the conversation and come to agreement about ground rules. You can do this in a respectful way by letting the person know you are interested in their views and want to continue the conversation. Then ask for time boundaries, or lower volume, or whatever (less pen tapping, eye-rolling) will help you engage in a healthier way.

2. Check your motives. Be sure your interest in the conversation is sincere. If you just want a chance to demonstrate the perfection of your own opinions, expect the same from the other person. Fair is fair. But if you want dialogue, be sure you are open to new information or perspectives. If you are sincerely interested in getting smarter not just looking smart, you'll behave in ways that will invite the same from the other person.

3. Encourage disagreement. We've learned a startling truth about dialogue. People are okay with you expressing even strongly held views so long as you are equally genuine in your invitation of their disagreement. Before sharing your opinions, make a statement like, "You know, I've got a strong opinion on this. I've thought a great deal about it and read pretty widely, and I'd like to tell you my point of view. Then, at the end, if you see holes in it, or if you have new information I don't have, I hope you'll challenge me with it. I want to learn from your view in any way I can." This sincere invitation takes the fighting wind out of others' sails. They realize they don't have to beat you over the head with their opinions because you're asking for them!

4. Never miss a chance to agree. Finally, don't go for efficiency. When we agree on 50 percent of a topic and disagree on 50 percent we tend to move quickly to the disagreements because those are what interest us most. And besides, life is short, so why not start with the fight, right? Wrong. If you want worthwhile dialogue, take the time to listen for points on which you agree. Point them out. Confirm them. Then—and only then—move to the areas of disagreement. When you do this you reaffirm that your goal is not to win, it's to learn.

I hope these ideas are useful to you as you engage with others. Developing mutual purpose and mutual respect can happen one conversation at a time.

adapted from Crucial Conversations: Tools For Talking When Stakes Are High

Size Does Matter in Organizational Change

"I don't want to get to the end of my life and find that I lived just the length of it. I want to have lived the width of it as well."

Diane Ackerman, (1948 - ) Illinois-born poet, essayist, naturalist

Today is my birthday, so I won't write too much as I just want to go enjoy the time with the people I live, work, learn and play with.

When thinking about the impacts an organizational change may have, look not only up and down (direct reports, bosses) but also across the organization. People often forget to consider the many tentacles that groups may have with other groups, divisions, business units, clients, suppliers, etc., and a change may impact them as well.

Action:

Develop a Stakeholder Analysis as part of the planning stage of the organizational change you are considering. This analysis is simply taking a step back and thinking about which individuals and teams may be impacted by a change, how they will be impacted and what workneeds to be done to prepare them for the change (i.e. training, communications, coaching, process redesign, technology shifts, job performance expectations.) You can create a simple chart to map out this information, and build it out with additional context - timeline, key messages - as your planning progresses.

Have a great day.

Laughing Your Way to the Bank During Organizational Change

"...what humor is all about: playing with ideas, challenging assumptions, and poking fun at tradition."

 from a great post by Rosabeth Moss Kanter on the virtue of humor.

Three Questions to Assess Your Change Readiness

"The real act of discovery consists not in finding new lands but in seeing with new eyes." Marcel Proust, French Novelist (1871-1922)

Leaders need to be sure they are exercising their situational awareness for what today's quickly changing business landscape means to them, their teams and their organizations.

Action

Here are three questions to help you face the challenge of change:

1. Do you see opportunities others don't? Change breeds opportunity. Don't out-compete your rivals; reinvent the rules of the game by finding new opportunities first. Therein lies the fun.

2. Can your clients live without you? Options constantly evolve. If your products and services aren't indispensable, clients are likely to move on.

3. Are you learning as fast as the world is changing? As a leader, you absolutely cannot afford to stop learning. Seek out ways to evolve and be humble enough to know you do not always have the answer.

Adapted from William C. Taylor, co-founder of Fast Company magazine and coauthor of Mavericks at Work: Why The Most Original Minds In Business Win

People Never Care How Much You Know Until They Know How Much You Care.

"People Never Care How Much You Know Until They Know How Much You Care." 

John C. Maxwell, (1947-) American author and speaker on leadership 

Last week, I mentioned this quote in two radically different forums. While I know it is a powerful quote, and is quite simple in its power, I was a surprised how fully it resonated with both audiences. Of all the research and models and theories and ....everything that I prepared and brought to the table, it was this playground (e.g., simple) quote that had the most significant impact and was immediately acted upon.

I had three people follow-up with me to share that they changed their approach to difficult situations they were facing - to positive results - based on applying this quote. One colleague ('Bob') is in the midst of handling a difficult situation with someone ('Joe'). Bob is smart as a whip, super successful, and really wants to help Joe solve a tough problem. Joe hired Bob to do so. Unfortunately, all of the know how, models, tools, techniques that Bob has developed over the past twenty+ years were not helping him successfully navigate through Joe being a bully. Bob said that he and his team were nearing the end of their ropes on what to do next and that walking away from Joe was likely the next step.

Bob and I agreed that being bullied by Joe and tolerating his bad behavior wasn't working or productive for anyone. I mentioned the 'care' quote to Bob. "Does Joe really know how much you care about his success?," I asked Bob. I had a feeling that Joe didn't. If Joe really knew how much Bob wanted to help him - and that Bob could help him if Joe would act in a more productive manner, I was certain that Joe would come around. Bob reflected a bit. Fast forward a few hours to when I received this email from Bob:

"In case you were interested, the call went well with the Joe this afternoon.  It was tough, because we had to shine a light on the elephant in the room that was being completely ignored (note from Sandy: elephant = Joe's bad behavior).  Since Joe was seemingly unaware of the elephant, he was surprised.  But, I think it also made him realize that this needs to be more of a partnership, rather than a bully relationship.  I think we are in a better place, and I personally feel a whole lot better now that we have been real."

Ah, authenticity. Sometimes, putting your cards out on the table and being honest is the best way to show you care. In a way that your audience can understand, continue to show that you care before you show what you know. To be clear, Bob has cared from the beginning. Somehow, Joe wasn't seeing that caring. By being real, Bob was also letting Joe know that his bully behavior could and would no longer be acceptable to Bob and his team. Bob was letting Joe know that Bob cared too much about his team to let them be treated so poorly. (Nice job, Bob!) 

Action

The Maxwell quote above sums up emotional intelligence and its importance in simple, playground terms. I link you back to an oldie but goodie on the importance of listening and how to actively listen. Remember: You have two eyes, two ears, and just one mouth. Use accordingly. When you (re-) read this post on how to be an active listener, what is most important is that you apply these techniques in ways that are authentic to you. There is nothing worse than someone trying to act like they are listening and caring when they really aren't.

Summary

Organizational change management is part art, part science, and executed one person at a time. And what matters most? Care. And show you care.

Using Values to Guide Business Strategy, Keep Employees Engaged and Grow Your Business

"The Cause is Hidden, But the Result is Well Known."

Ovid, Roman Poet (43 BC - 17 AD)

People today are focused on the global economic crisis, but Harvard Business School professor Rosabeth Moss Kanter sees also a global crisis of business.

Has the model of American capitalism that worked so well to raise the fortunes of millions of people last century hit a wall? In its place must arise a new model of the company, one that serves society as well as rewarding shareholders and employees, Kanter argues in her new book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good.

Kanter, one of my top tier strategy and organizational change visionaries that I follow and learn from, shared key points and great stories at a leadership learning session I attended with my esteemed colleague from the Northern Trust Company, Jill Nabonsal:

1.  Start with a Sense of Purpose. Lead with Your Principles and Values. Think about how you can apply your products and services to address the many unmet societal needs.

2.  Be Open to Discussions. It is Not Your Words But Your Conversations that Matter. Allow for self-organizing, -governing -policing where possible. Give your employees a voice and you may be amazed what transpires.

3.  Value Relationships. A Sense of Purpose Forms a Strong Basis for Your Relationships and Conversations. Start with 'Who I am, what I believe and what is important to me.' Speak of values first. Think of meeting others' needs before your own. (And you may be surprised how your own needs end up being met way beyond your expectations.)

4.  Use Values to Reduce Risk. Having Values at the Core of Your Solutions Reduces Risk. Your standards seem too high? Help your clients reach the higher standards that you may set. Who wins? Who benefits? Your clients, your clients' clients, your team, you.

Here is a more detailed summary of the book if you are interested in learning more.

But can doing good keep employees engaged and grow your business? You bet it can. Stay tuned for my next post.

Loss: A Learning Opportunity with a Specific Purpose

"Should you shield the canyons from the windstorms, you would never see the beauty of their carvings." Dr. Elisabeth Kubler Ross, 1926-2004, Swiss-born psychiatrist and author

I have friends and family that are experiencing difficult losses of family pets. I've been revisiting Kubler Ross' five stages of grief to help me get a better sense of where these folks are in the grieving process so that I may better support them through each stage.

Brushing up on this model reflects what some of what my clients are experiencing. A merger of two companies with two distinctly separate cultures into one company and one culture doesn't happen overnight. People need to experience the Denial – Anger – Bargaining – Depression – Acceptance of the 'death' of their original company before accepting and embracing their new company.

Remembering to include organizational change frameworks and time to allow employees to move through this process. Don't fault them for their feelings. Instead take the time to learn how to assist in guiding them through the stages, if appropriate.

I'll end with another impactful quote from EKR:

"You will not grow if you sit in a beautiful flower garden, but you will grow if you are sick, if you are in pain, if you experience losses, and if you do not put your head in the sand, but take the pain as a gift to you with a very, very specific purpose."

ACTION: If you are experiencing an organizational change, develop a list of ten possible purposes / opportunities for you to learn in this change. The purpose is there...and it is up to you to find it.

Trust Your Instinct...& the African Hornbill Bird & Dwarf Mongoose

"Both work together, or network, to accomplish their individual objectives." Is this quote referring to the success of a recent merger? Not quite. The author was referencing the relationship between the dwarf mongoose and the African hornbill bird.

Check out William E. Boswell's book Success by Instinct: Use What Animals Already Know to Boost Your Career. Boswell, a former senior executive with BP America, and one of the company's highest ranking African Americans, presents an thought-provoking approach to managing change, including personal career development. Instead of the usual dos and don'ts, Boswell offers 14 practical principles based on the instincts found in the animal kingdom which are also used by businesspeople, sportsmen, and world leaders alike to tremendous success.

Here is a sampling of Boswell's principles for success through instinct:

Acknowledge that adaptability is essential for an effective transition, organizational shift or change

Establish goals to add direction, purpose, focus and meaning to the change you are facing

Recognize that teamwork is essential to accomplish goals

Maintain knowledge of organizational environmental issues, and ensure compatibility with your personal values 

By the way, going with your gut does not mean that data and research are not important. Trusting your instinct means considering factors that may not always be easily quantifiable but are still quite important. Depending on the situation, you will need to be careful to avoid the confirmation bias trap. More on confirmation bias in my next posting.

Try not to get stuck in the analysis paralysis. Be quiet and listen to your gut instinct.

A N.I.C.E. Solution to Challenging Times

“Do not let what you cannot do interfere with what you can do.”
~ John Wooden, author of Wall Street Journal Best Seller Wooden on Leadership: How to Create a Winning Organization (2005) and American Basketball Hall of Fame member (player and coach)

Uncertain times - initiated by an organizational change or market turbulence - present an opportunity to stay focused on what you can change / control and what you cannot.

I'd like to share with you an acronym used by Jana Schreuder, president of Northern Trust Corporation's Worldwide Operations and Technology group - Be N.I.C.E. 

Never panic. Innovate. Communicate. Execute.

ACTION: Consider how you might be able to apply this acronym to help your team or organization remain resilient during uncertain times. I've included one of my interpretations below to get you thinking:

N	Never panic. How can you instill confidence in your team, your organization, your family, your clients, your suppliers, the community the marketplace?
I	Innovate.  How can you help leaders understand how to navigate their teams and themselves through challenging scenarios in interesting, creative, and likely cost-effective ways?
C	Communicate. How can you ensure that those people being affected by a change properly know what is going on impacts them, and if / what tools or ideas do you have to assist them?
E	Execute. How can you 'keep on keeping on'  - and even grow! - while also stepping out of the way to attend to urgent matters that may arise?

Keep asking, "Given the business reality that exists, how can we make the most positive, possible difference in our future?" The solution: Be NICE...and I am not just saying 'be nice' because I am from the south! :)

Have You Smiled in a While? The Role of Optimism in Organizational and Team Performance

"The optimist proclaims that we live in the best of all possible worlds, and the pessimist fears it is true."

James Branch Cabell, (1879-1958), author of fantasy fiction and belles lettres

If you've ever experienced organizational change - and I don't know anyone who hasn't, I'll bet you can identify people who fall into both the optimist and pessimist camps. Is one approach better than the other? Let's approach this question from an athletic and organizational perspective.

Learned optimism guru Martin Seligman made some interesting predictions for athletes and team sports on this topic. Assuming that all other factors affecting performance are equal:

1.  The athlete with a more optimistic attitude will succeed or win because s/he will try harder
2.  An athletic team with a higher level of optimism will win. 

Seligman says that once an athlete changes his/her attitude from pessimism to optimism, s/he should succeed better or win more, again particularly under pressure. Thus, the optimistic and pessimistic attitude of the whole team may produce either victory or defeat, respectively.

Let's bring that train of thought into an organization or organizational team. According to Seligman, talent is not always enough – especially in ‘high-defeat’, ‘high-stress’ occupations requiring persistence and initiative. An optimistic employee produces more, and that even an extraordinary talent may amount to nothing unless a firm belief in one’s chances to succeed is present.

On the other hand, team pessimism (general pessimistic attitude among team members which spreads and grows inside the team as an epidemic outbreak, preventing the team from performing to the best of its ability and potential) may be a severe inhibitor of team alignment. For a team to recuperate as a united whole when adversity strikes, team pessimism needs to be addressed properly. The path to optimism should be the clear marching orders.  

Ready for more optimistic news (pardon the pun)? Optimism can be taught – on a personal and team level.

ACTION: Recall a time when you approached an organizational change from an optimistic point of view. Then, recall a time when you approached an organizational change from an pessimistic point of view. Keep thinking: going into these changes, did you perceive the change to be positive, negative, or neutral? How was your / your team's performance? Were you able to shift your attitude in either a pessimistic or optimistic direction? What was the result?

Follow the link above to take a short quiz and learn where you fall on the learned optimism scale.

Ah - so patience - AND optimism - are both real virtues. 

Adapted from Martin C. Westerlund, Theory of Constraints Revisited – Leveraging Teamwork by Systems Intelligence, 2004