Steamroller parade
February 26, 2009
I wish I had been quick with a camera this morning when I saw a steamroller parade. Driving down an ordinary suburban parkway, a set of at least 4 steamrollers sauntered along, with light-flashing trucks on both ends. It was a great metaphor for some leaders’ approach to change, and for the way that many employees feel about organizational change.
The parade seemed innocent enough. The steamrollers clearly had a job site destination and needed to get from where they had been parked to where they were going. But I’m not sure that having multiple steamrollers driving on the street was the best thing for the road (or for traffic).
Inquiry: What is your steamroller parade route?
Share your responses by adding a comment.
Podcast #2: The 100 Million Dollar Challenge
February 24, 2009
The Enclaria podcast series features interviews with change agents. Hear how others overcome obstacles while they pass along lessons learned from their organizational change experiences.
After 28 years at United Illuminating, an electric utility in Connecticut, Phil Turner retired in January this year as Director of Strategic Planning and Risk Management. As he reflects on his role as a change agent, Phil shares the story of the 100 Million Dollar Challenge, a large scale re-engineering initiative that took place in preparation for deregulation. Listen for insights about restructuring the organization for change, and about the pros and cons of implementing “big change fast.”
Five Enemies of Unity
February 18, 2009
A friend of mine sent out a message on Twitter today, listing the Five Enemies of Unity, which had been discussed in a team meeting. The source is Dave Ramsey, a talk radio host who also hosts a conference called EntreLeadership. Follow the link to “Free Report” to download a pdf called “Avoiding the Five Enemies of Unity.”
According to Ramsey, the Five Enemies of Unity are:
- Poor communication
- Gossip
- Unresolved disagreements
- Lack of a shared purpose
- Sanctioned incompetence
The concept of unity strikes me as more than teamwork. It’s about being a cohesive group with shared objectives and mutual respect. Unity is something to strive for as the foundation for organizational change. Can you imagine the laser focus your organization could have if these five items were eliminated?
Inquiry: What are the enemies of unity in your organization?
I would love to hear your thoughts. Please add a comment to this post.
Beyond Buy-in teleclass on Thursday, February 26
February 17, 2009
Join me for the next Enclaria teleclass:
Beyond Buy-in: Raise Leadership Support for Your Change Initiative
Date: Thursday, February 26, 2009
Time: 3:00 – 4:00 p.m. Eastern Time
Cost: Free
Leadership support for change is known universally as one of the necessary ingredients for a successful transformation, and yet building support is one of the most common challenges facing a change agent.
No one can implement organizational change alone. No matter your position in the organization, in order to lead change you need to have key individuals not only agreeing with you, but also moving the initiative forward.
Whether you are just getting started or your quest for change is well underway, if you need the leadership of your organization to show more support for your initiative through words and actions, this teleclass is for you.
In this teleclass, we will cover the following topics:
- Learn whose support you need
- Understand different levels of support
- Specify what leadership attitudes and behaviors are needed
- Discover the available methods of influence
Introducing the new Beyond Buy-in Workbook!
February 11, 2009
In my quest to equip you to lead organizational change, one of my goals is to put together a comprehensive set of workbooks to help you implement the essential ingredients of change. I am excited to introduce the Beyond Buy-in Workbook, which takes you through five steps to raise leadership support for your change initiative. Find the details on the Publications page.
Whether you are just getting started or your quest for change is well underway, if you need the leadership of your organization to show more support for your initiative through words and actions, this workbook is for you.
Newsletter subscribers have already received the accompanying article entitled “Beyond Buy-in: Raise Leadership Support for Your Change Initiative,” which features five steps to gaining leadership support. The same exclusive article is also free for new subscribers. Sign up to read a preview of the Beyond Buy-in methodology.
Feedback lessons from American Idol
February 3, 2009
Like millions of others, I enjoy American Idol, but usually only after they get to Hollywood, when they are done filtering through the bad singers. Last week, although they were still in the preliminary phase, I thought I would watch with an eye for feedback tips.
Lesson #1: Short of honest feedback, people assume the best of their own performance.
A friend tried out for American Idol a couple of years ago, and shared her experience. Evidently, there are several rounds of auditions with other judges before the final round with Randy, Paula, and Simon (and now Kara). Which means that that the judges in previous rounds passed all the bad singers and crazy personalities by allowing them to think they were good enough to go on to the next round. If you think about it, this is not much different from every day at work. Lack of feedback – or lack of honest feedback – allows individuals to go on thinking that their bad behavior is acceptable and effective.
Lesson #2: Request permission to provide feedback before giving it.
The people who try out for American Idol expect to be given feedback, even though they may not agree with it. Otherwise, they stay home. If they sign up for it, they have to listen, or at least stand there while you say it.
Lesson #3: Modify your approach based on the performance and their attitude.
Watching Simon Cowell give feedback, I noticed he has four different approaches.
- Beaming praise. When someone deserves it, he doesn’t hold back the good feedback.
- Genuine critique. Contestants that have talent but need to work at improving receive kind words and specific suggestions.
- Confirmation of doubt. When the contestant is not good but also not in denial, Simon says something like, “That wasn’t good enough, now was it?” He lets them down somewhat easily by simply confirming what they already know.
- Direct and rude. For contestants who believe they are destined to be stars but who are truly untalented, Simon provides the response he has become famous for: direct, rude, and insulting. He tries to knock these contestants down a notch to bring them into reality, and if that doesn’t work, at least it makes for good television.
I’m not a proponent of being rude and insulting, but being direct does have its place. In my experience, the immediate response to direct, honest feedback is usually defensive and denial, but the recipient usually does listen in the end.
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