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

Viewing Conflict As An Opportunity During Organizational Change

“Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity.”

Warren Bennis (1925 – ), American scholar, writer

Bridging the gap between organizational factions is a tough challenge — but one that most leaders face when leading organizational change. Here are four steps for bringing disparate parties together:

Action

1. Get consensus on the problem. Avoid getting into the solution right away since it's likely the source of the disagreement. Ask what success will look like a year from now. Test assumptions about what needs to be accomplished. Then, use these initial discussions to bring people together around a compelling goal while leaving open how it will be achieved.

2. Identify multiple solutions. Bring the group together to brainstorm ideas. Encourage all ideas without judgment or analysis.

3. Assign cross-faction teams to assess solutions to help break down divisions while laying out the benefits and costs of each solution.

4. Get quick wins. Take one or two of the ideas developed by the teams and implement them right away. These shared successes will build momentum for future collaboration.

There are likely other dynamics that constrain bipartisan collaboration during organizational change. These simple steps might not always be possible in highly polarized environments…but they are worth a try.

Adapted from Ron Ashkenas and the Harvard Business Review.

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.

Rule of Three: Knowing When to Confront Someone

You will find peace not by trying to escape your problems, but by confronting them courageously. You will find peace not in denial, but in victory.” J. Donald Walters (1926 - ), Romanian author, lecturer, composer

Expect to see a wide range of interesting behaviors during an organizational change. Some behaviors will be productive, and other behaviors won't be. What matters most is having a plan in place on how you want to handle various behaviors.

For instance, when someone shows up late to a meeting or makes a comment that makes you uncomfortable, it can be difficult to decide if it's a big enough deal to address or if you should let it go. In such situations, try using the "rule of three."

Action - The Rule of Three

1. The first time someone does something that makes you uncomfortable, take notice of your discomfort.
2. The second time, acknowledge that the first time was not an isolated incident and that there may be a pattern emerging.
3. The third time, speak up. Tell the person that you've noticed something three times, and you want to discuss it with him.

This simple rule can both help you determine what's worth raising and hold you back from jumping on every single issue.

Stay tuned for more 'Rule of Three' applications when leading and managing organizational change effectively.

Adapted from Peter Bregman.

Opportunities Abound During Organizational Change...Stay Put.

"Opportunities? They are all around us. There is power lying latent everywhere, waiting for the observant eye to discover it."

Orison Swett Marden, (1850-1924), American writer and founder of Success magazine

When going through an organizational change, you may be unhappy, fed up, and tempted to leave your job. Instead of dashing for the door, take a deep breath and consider these three reasons to stay where you are — at least for the moment:

1. Relationships matter more than money. When weighing your options, don't forget the value of the network you have now. You may think you can find a job that will pay you more, but you will be leaving behind a wealth of relationships.

2. It's less urgent than you think. Strategically plan your next career move instead of running away. Job seekers who are desperate to get out of a job tend to do less research about potential employers.

3. You're likely

overestimating yourself. Before you leave, take the time to do a realistic assessment of what you have to offer. Research shows that most job seekers overestimate their skills and prospects.

As an alternative strategy to dashing for the door, how about choosing one core skill that you are interested in developing and decide to use the organizational change to grow that skill?

Adapted from Managing Yourself: "Five Ways to Bungle a Job Change by Boris Groysberg and Robin Abrahams,"Harvard Business Review, January - Feburary 2010

Impact of Holding Your Breath During Organizational Change

"Resisting change is like holding your breath, if you persist, you die."

Lao Tzu, the founder of Taoism

Any change effort is likely to face a few change resisters. Unfortunately, even if these resisters are few, they can quickly erode momentum and stop change in its tracks.

Action

Employ the following four tools to help get people on board.

1.  Cold, hard facts.

Use evidence to show that change is necessary and possible. Get your facts from multiple sources, and be diligent about details; even a small error can discredit your case for change. I've seen this happen.

2.  Counter-arguments.

Know what your opponents are saying. Prepare to acknowledge their concerns; then, offer a compelling argument for your point of view.

3.  Big picture.

In the short term, change is uncomfortable. Focus on the big picture and explain why the change is the right move for the long term.

4.  Repetition and pressure.

Stay on message, repeat your best arguments, and apply the necessary pressure to turn the change-averse around. Don't underestimate the power of repetition and persuasion.

Adapted from Rosabeth Moss Kanter's Four Tools for Defeating Denial

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.

Clenched Fists Work Well in Cage Fighting, Not in Organizational Change

"You can't shake hands with a clenched fist." 

Indira Gandhi

Whether you are going through a change at the team, business unit or organization level, expect to experience a communication snafu or two as roles and boundaries are tested and defined. The opportunity / challenge is to manage through these moments as effectively as possible.

I recently received a professional certification from Daniel L. Shapiro, PhD., the faculty at Harvard University and coauthor of Beyond Reason: Using Emotions as You Negotiate. Shapiro confirmed the criticality of gaining role clarity from you manager and how to do it.

ACTION:

Ask your boss these four key questions in a neutral and safe way (translation: without a lot of attitude):

1. What are my responsibilities?
2. What decisions should I be involved in?
3. How do I ensure that I get the information I need to do what I am expected to do?
4. Is there any advice you can give me that would prevent this from happening again?

Result: Your manager will respect your actions to work reduce the drama that can be present during organizational change.  Good luck.

Prune For Results. The Verb, Not the Fruit.

"The first rule is to keep an untroubled spirit. The second is to look things in the face and know them for what they are."

Marcus Aurelius (121-180), Roman emperor and philosopher

To prune a tree is to remove the branches or shoots that do not serve its growth and vigor. Let's take this idea one step further.

A diseased branch or low performing shoot not only does not serve the tree. It drains the energy that can be used elsewhere...the energy that can produce more fruit, more flowers, stronger branches.

When did you last evaluate your daily activities to determine what is most important to your success (e.g., getting new clients, serving current clients, driving profitable revenue, leading successful teams)?

Removing one diversion each week eliminates more than 50 distractions throughout the year. Imagine what you might accomplish when you apply that time and energy elsewhere.

Action: Prune diversions. Once weekly.

Here's to looking 2010 right in the face. Off to have some champagne and to celebrate what is to come. Wishing everyone a fantastic launch into 2010.

 

Adapted from 212° the extra degree®