Sandy Schwan at Evolving Strategies, LLC. Organizational Change Consultant

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

Beyond Organizational Change to World Change

"Women hold up half the sky."

Chinese proverb

“Woineshet”
A Short Film by Directors Marisa Tomei and Lisa Leone

Watch the pages of “Half the Sky” come to life onscreen as the film “Woineshet” chronicles the struggles of a poor Ethiopian girl who ultimately triumphs over sexual violence and discrimination. As a teenager from a small village in Ethiopia, Woineshet and her family bravely fought against brutal local traditions of rape and forced marriage. You’re sure to be moved by part documentary, part adaptation of Woineshet’s inspirational story.

This one-night event is March 4 at 7:30 pm at theaters across the United States. Click here to find a theater near you. If you are interested in attending and you live in the Chicagoland area, please join us as we look to fill the Evanston theater. We have a block of tickets available to share.

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.

Yesterday? Nah. Tomorrow? Nope. Today? Let Us Begin!

"Yesterday is gone. Tomorrow has not yet come. We have only today. Let us begin."  Mother Teresa (1910–1997), Catholic nun, Nobel Peace Prize winner

I spoke with someone today who is busy going through some personal changes. His way of 'beginning today' to deal with these changes to propel him into the future was to 'purge' some physical baggage from his past. Of course, his physical baggage also represents emotional baggage.

I applauded his beginning today, as his past is gone. His is a soulful past, but it is his past. He is busy trying to live his future now, which seems to be bringing about its own set of stresses.

But...he has today. And he did what he could today to move beyond his past and into the future: he made a simple phone call to have someone remove some baggage, some past memories. Cheers. Congratulations. He began. He did something.

For organizational change, sometimes beginning today to change is the only option. Leaders develop plans for the future - and they should - but no one should lose sight of what can be done today.

Is there something you can do today - however small it may seem - that will impact today and possibly move you into the direction of you and/or your organization's future? If so, then have at it!

A Thanksgiving Day Reflection

When I have food, remember the hungry;

When I have work, remember the jobless;

When I have a home, remember those who have no home at all;

When I am without pain, to remember those who suffer,

And remembering, destroy my complacency, bestir my compassion, and be concerned enough to help, by word and deed, those who cry out for what we take for granted.