Sandy Schwan at Evolving Strategies, LLC. Organizational Change Consultant

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

Learn Now. Learn Later. Develop Successful Organizational Change Skills Early.

"Learning is a treasure that will follow its owner everywhere."  ~Chinese Proverb

It is never to early to begin learning skills that are useful throughout your personal and professional life.

Here are two opportunities for high school students to learn more about math and science (this month) and to spend their summer with other 'cherubs,' learning teamwork while exploring passions. If you have any questions, please let me know.

Northwestern University and the Society of Women Engineers Present" The 39th Annual Career Day for Girls. Engineering: Explore, Create, Transform.  Saturday, February 27, 2010. This program is designed for female junior high and high school students who have an interest in science and mathematics.  The program will contain educational and career information about opportunities in engineering and applied science.  Our speakers are women who have engineering degrees and current female engineering students. 

Note: I have a table for ten young women reserved and paid for, with a few spaces still available. I would welcome the opportunity to host interested junior high and high school girls.

Northwestern University's National High School Institute, established in 1931, is the nation’s oldest and largest university-based summer program for outstanding high school students. Approximately 850 of the United States' best students will enroll in the Institute’s 6 Divisions: Debate, Speech, Journalism, Music, Film & Video Production, and Theatre Arts. Students in the Institute are affectionately called “Cherubs,” a tradition that began in the 1930s with the founder of the Institute, Dean Ralph Dennis.

NHSI’s goal, as stated by Dean Dennis and as followed today is, “to bring together gifted young people and superior teachers in an atmosphere of affection, knowledge, and trust.” In each of the 6 divisions, students gain practical college-level experience in their chosen field; interact closely with outstanding faculty; tackle new social and intellectual challenges; and experience campus life with other exceptional high school students. NHSI students leave the Institute better able to make decisions about their future and many go on to study at the finest colleges and universities.

Sandra M. Schwan

Liaison - Chicago Public Schools

Northwestern University Alumni Association

Board of Directors, Chicago Chapter

Mobile 312.371.7263

[email protected] 

A Choice: Flee the Scene During Organizational Change

“The last of the human freedoms - to choose one's attitude in any given set of circumstances, to choose one's own way.”   Viktor Frankl (1905–1997), Austrian neurologist and psychiatrist   If you recognize that you are unhappy with an organizational change underway at your company and you want to leave your job, it still may be tough — or even impossible in these economic times — to move on to a new position. Staying put may be your only option, but it doesn't have to make you miserable. Action Here are three things you can do make the most of an imperfect situation: 1.   Acknowledge your feelings. Be honest with yourself about what is making you unhappy. Are you scared that you will lose your job? Report to someone that you do not know? If you can't move on now, don't try to convince yourself that you're happy. Accept the situation and know you'll have to deal with it for the near future. It is also in your best interest to keep your good behavior intact. Pouting like a child, lashing out at inappropriate times, not showing up for meetings – I’ve seen it all. Trust me, this behavior does not and will not serve you well.   2.   Be proactive. If leaving your job isn't an option now, start preparing for the time when it will be. Learn a new skill or take on a tough project. Organizational changes usually present many opportunities to do both.   3.   Accentuate the positive. It's easy to focus only on the negative during change. Find good things about your job — a fun colleague, an interesting part of the change project — and let those provide you with the energy you need to hang in. You never know…you just might find that ‘new job’ is staring you in the face.

Interesting Change Management Officer Post Co-Sponsored by the UN, WHO & World Bank

"You're gonna have to serve somebody." 

Bob Dylan (1941 – ), poet and musician

UNAIDS is an innovative joint venture of the United Nations, bringing together the efforts and resources of the UNAIDS Secretariat and ten UN system organizations in the AIDS response. UNAIDS' Co-sponsors include UNHCR, UNICEF, WFP, UNDP, UNFPA, UNODC, ILO, UNESCO, WHO and the World Bank.

PURPOSE OF POSITION:
The Executive Office (EXO) provides vision, leadership and inspiration to UNAIDS. It highlights and drives emerging issues, focuses areas and steers the organization, positioning it as a global leader on AIDS. In performing these functions EXO facilitates communication and coordination within the UNAIDS Secretariat and broader UNAIDS, and serves as a reference and intelligence hub.

EXO is also responsible for maintaining robust and contemporary management practices within the organization to ensure the efficiency and effectiveness of its operations.

https://erecruit.unaids.org/public/hrd-cl-vac-view.asp?o_c=1000&jobinfo_uid_c=22539&vaclng=en

 

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®

A Double Dog Dare: No Apologies, Please

by coach extraordinaire, Dana Frost. I love this post.

Step Out of the Shade and Into Your Talents

"Hide not your talents, they for use were made. What's a sundial in the shade?"

Benjamin Franklin

I drive my sister crazy with all of the questions I ask people that I meet. But, if one of my life's missions to to help people understand what they are good at, then my questions must remain. [Note to sis: Coleen, I love you, but I've got to keep on keeping on with my questions!]

By paying attention and asking the right questions, you will likely discover many hidden talents among your leaders, peer, team members, family members, friends, volunteers, yourself. 

Many leaders are in a situation know where they cannot hire more talent. Why not ask the following four questions of the talent you currently have to determine how to maximize your resources? 

1. 

Turn a compliment into an interview.

• Congratulate an employee on a job well done; then, ask exactly what helped her succeed. By better understanding her process, you may uncover an unseen strength.

2. Ask why employees prefer certain tasks or projects.

• Preferences can provide insight into someone's talents. An employee might enjoy a project because it involves a product he cares about or because it gave him a chance to interact with customers directly or because... Knowing which will possibly uncover talents.

3. Inquire about dreams.

• Ask your employee what she would do if she had her career to do over again. Dreams often include an aspect of someone that she doesn't regularly share.

 4. Analyze how people think, not just what they do.

• This one is my favorite. What is behind accomplishments is a way of thinking, particular to an individual, that made success possible. Ask your team member to walk you through his thought process on how he arrived at a solution. Articulating this dimension of how his mind works will help you -- and your team member-- identify the other projects that require his inductive talents. It will l also show him that you truly understand the value of his contributions.

I will also suggest that you consider asking these questions of yourself. I know a number of people in the midst of a job search, and they feel at wit's end with what to do next. I am hopeful that these questions may be a source of freeing your thoughts to find what it is that truly inspires you.

Adapted from Steven DeMaio's How to Identify Your Employees' Hidden Talents. 24 June 2009

Two Ears and One Mouth: Use Accordingly

"Listen to the whispers and you won't have to hear the screams."

Cherokee proverb

Starting a new role? You may be tempted to jump in and provide solutions immediately to prove your value, but you might be shooting yourself in the foot with this behavior. There is nothing wrong with being active. Just be an active listener.

There are five key elements of active listening, helping you ensure that you hear the other person, and that the other person knows you are hearing what they are saying.

1.  Pay attention.
Give the speaker your undivided attention and acknowledge the message.

• Look at the speaker directly.
• Put aside distracting thoughts. Don’t mentally prepare a response.
• Avoid being distracted by environmental factors.
• “Listen” to the speaker’s body language. Recognize that what is not said also speaks loudly.
• Refrain from side conversations when listening in a group setting.
  

2.  Show that you are listening.
Use your own body language and gestures to convey your attention.

• Nod occasionally. Smile and use other facial expressions. Just make sure you are natural.
• Note your posture and make sure it is open and inviting.
• Encourage the speaker to continue with small verbal comments (try 'yes' or 'okay').

3.  Provide feedback.
Our personal filters, assumptions, judgments and beliefs can distort what we hear. As a listener, your role is to understand what is being said. This may require you to reflect what is being said and ask questions.

• Reflect what has been said by paraphrasing. “What I’m hearing is…” and “Sounds like you are saying…” are great ways to reflect back.
• Ask questions to clarify certain points. “What do you mean when you say…” “Is this what you mean?”
• Summarize the speaker’s comments periodically.

4.  Defer judgment.
Interrupting is a waste of time. It frustrates the speaker and limits full understanding of the message.

• Allow the speaker to finish.
• Don’t interrupt with counter-arguments.

5.  Respond Appropriately.
Active listening is a model for respect and understanding. You are gaining information and perspective. You add nothing by attacking the speaker or otherwise putting him or her down.

• Be candid, open and honest in your response.
• Assert your opinions respectfully.
• Treat the other person as s/he would want to be treated.

Wishing Kory and Jill, two of my colleagues and friends, the best of luck and continued success in their newly expanded roles.

Adapted from Mind Tools.