Knowing when to quit
February 11, 2010
Inevitably, when I coach change agents the conversation at some point turns into a career discussion. When you are banging your head against the wall, it is natural to consider that the organization is truly unchangeable, and perhaps it’s time to give up.
At the heart of the decision to stay or quit is a question. Is the organization really stuck, or have you just not tried the thing(s) that will work to make it unstuck?
In my experience, an organization is only truly stuck if someone with authority wants it to be stuck. I don’t mean that the senior leaders say they want change but unconsciously sabotage the effort. When that happens there is still an opportunity to hold up a mirror to show them what is going on. No, the organization is only stuck if the CEO (or equivalent) says to you, “We are ending this initiative.” In every other case there is something else you haven’t tried yet.
Consider this: when you are banging your head against the wall, the proverbial wall may not be the immovable organization. The wall might be your own internal barrier that is keeping you from trying the thing that will work. Whether it’s one of many available fears, or conflicting priorities, or imaginary or real inadequacies, an internal barrier may stop you from even considering something that might otherwise be an obvious step forward. If such an internal barrier exists, quitting now in the hopes that another organization will be easier to change will most likely end at the beginning of a similar cycle of frustration.
So go. Go until someone tells you to stop. Otherwise you’re stopping yourself.
What is the wall you’re banging your head against?
If you don’t know what is stuck or don’t know how to get unstuck, contact me to learn how we might figure it out together.
Ten Essential Tools for Change Agents
February 2, 2010
Change agents are individuals within organizations who influence change without having direct authority over people who are going through the change. The following are ten things that effective change agents use to influence change in their organizations. Read more
Change agents are leaders
January 21, 2010
Yesterday I talked about how leaders are not change agents, pointing out a difference in roles between individuals who have authority within a change initiative, and those who don’t.
While people who are in leadership positions are not the same as the people who are change agents, change agents themselves must demonstrate leadership qualities to be effective. In that sense, change agents are leaders.
Because trust is essential for change agents, the same standards of integrity and credibility apply.
To gain buy-in, change agents consistently communicate the vision and purpose of the initiative.
Change agents frequently gain their own tribe of followers who also believe in the vision and want to be involved.
Savvy change agents may even be leading the leaders!
The tagline for Enclaria is “Equipping individuals to lead organizational change.” I frequently add “from the middle” in conversations, because my focus is building up the capability of change agents to influence their organizations. To that end, I believe it is important to distinguish between the leadership position in a change initiative, and the leadership characteristics that change agents must have to increase their power and influence.
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Leaders are not change agents
January 20, 2010
Leaders are not change agents. They are leaders! Leaders and change agents hold two separate positions within an organizational change initiative.
Leaders have power and authority within their organizations primarily due to their position. They are able to hold people accountable for changing their behaviors and activities. The organization watches and listens to leaders to see what is true and what is expected.
Change agents, on the other hand, need to enlist leaders to help them make change happen. As a change agent, you do not have the same authority to get things done as leaders. Instead you rely on your ability to influence the organization indirectly. Leaders look to change agents to do the legwork.
This difference does not mean that a senior manager or executive cannot be the change agent for an initiative. The change agent role is not defined by position, but by the relationships to the leader of the change initiative and to those going through the change. You can be a leader within your own department and still be a change agent for a broader initiative (think IT, Strategic Planning, Lean Six Sigma, Communications, Organization Development, etc.).
With which role do you identify the most?
Stay tuned for tomorrow’s post: Change agents are leaders.
The first step toward change
January 13, 2010
When you want something to change, the first thing you need to do is stop complaining about it.
You may not truly whine about it; complaining takes many forms. Perhaps you lament about it with your colleagues at lunch, or even work yourself into a loathsome frenzy about who is to blame. You might lead an educated discussion in a meeting about why the current way doesn’t work. If all you do is point out the problem or the thing that needs changing, you’re complaining.
Complaining is passive. It assumes no responsibility, and seeks blame. Complaining means it’s someone else’s job to fix it.
Complaining about wanting something to change usually involves criticizing other people (especially leadership): their inability to change, or their cluelessness about the problem, or their unwillingness to do something about it. While popular and cathartic, complaining about others does nothing to solve the problem. In fact it contributes to your becoming known as someone who talks behind others’ backs – leading to a serious erosion of integrity.
Complaining also locks you into a specific mindset that affects your own willingness to act. A lot of time and energy is spent watching for confirmation of your complaint and seeking acknowledgment from others that they agree with your assessment. You stop noticing evidence that change is possible and ignore opportunities to make a difference.
When you stop complaining a marvelous thing happens. Without an outlet for all the negative information, you stop collecting it. All the attention spent on proving the problem can now be focused on something infinitely more effective: finding a path to the solution.
If you truly want to see something change, choose to view the situation as changeable. Make the conscious decision to stop complaining about what is. Open yourself up to the possibility that it doesn’t have to be that way, and that you can have a hand in making it better.
Got hope?
December 18, 2009
A common thread between change agents seems to be hope.
Considering all the challenges they face, that might seem ironic. But, perhaps hope is the only reason to keep pushing the boulder up the hill, even when it doesn’t seem to be budging.
Hope that the organization has the potential to be better.
The belief that we can bring more meaning to the enterprise.
Knowing that financial success and doing well at the “soft stuff” are not mutually exclusive.
The belief that it’s possible to engage a large group in a collective purpose.
Hope that there is something good on the other side of the hill.
…And that there is truly another side to get to.
…And that it is possible to get there.
When the going gets rough, sometimes all a change agent has is hope, and their willingness to take action toward it.
After all, no one ever moves forward from a place of futility.
What is your hope?
INflux Program early bird rate ends Tuesday!
December 14, 2009
Early bird rate ends Tuesday, December 15. Register now to save $350!
Do you feel like you are pushing a boulder uphill?
As a change agent, this frustration often stems from trying to implement change without having the direct authority over those going through the change. While you may be responsible for the initiative, you have to rely on other individuals to drive the change forward in the eyes of the organization.
Effective change agents use a variety of tools to influence people on both sides of the equation: the leaders who need to own the initiative and the rest of the organization that is going through it.
There are 10 Essential Tools that form the foundation of the INflux Change Agent Network. They form a core of focus, personal influence, and structural influence that when combined equip a change agent to drive the change process forward.
Watch the 10 Essential Tools webinar for an overview.
As a member of the INflux Change Agent Network, you will expand your arsenal of influence methods and gain a community of peers to help you push the boulder uphill. Step fully into the role of change agent so you can bring change to your organization.
The INflux community is much more than a training program. Members bring their own situations to the table and work on them over time with a community of practitioners facing similar challenges. The Network provides a unique combination of training, community, and individual support to help you implement change:
- In-Depth Training. Monthly webinars examine methods of influence to help you be an effective change agent for your organization.
- Personalized Support. Your program host provides individual coaching to work through your immediate challenges.
- Community. In group calls and online discussion boards, participants have many opportunities to learn from each others’ experiences.
Because interaction and trust are key components of the program, the group is limited to 15 individual members.
Download the printable brochure.
Annual membership includes:
- 10 webinar training sessions
- 12 monthly group support calls.
- 3 hours of individual coaching (3-6 sessions).
- Year-round access to online resources.
Program Fee
Annual membership is $2495. Save $350 when you register by December 15, 2009.
Interested but not sure yet that this program is right for you? Please contact me and I will answer any questions you might have.
I look forward to working with you and the rest of the INflux community to help influence change in your organization.
Free Webinar: 10 Essential Tools for Change Agents
December 3, 2009
Do you feel like you’re pushing a boulder uphill when it comes to changing your organization? Ever wonder if you are using all the tools at your disposal to make change happen?
Join me for a free webinar next week featuring 10 Essential Tools for Change Agents.
As the foundation of the INflux Change Agent Network program, the 10 Essential Tools focus on how to influence change in your organization. This free webinar will highlight the 10 Essential Tools as a preview of what you will learn as a member of the INflux program.
Date: Thursday, December 10, 2009
Time: 11:00 a.m. to 12:00 p.m. Eastern Time
If you are unable to attend the live event due to a scheduling conflict, please register anyway and I will send you a link to the recording.
Introducing the INflux Change Agent Network!
November 30, 2009
Introducing a new program for 2010 to help you influence change without authority:
Implementing organizational change is an uphill battle.
Studies show that only 30% of change initiatives meet expectations. When a change agent is involved, the success rate actually drops. The reason? Change agents have the difficult task of implementing change without actually having direct authority over the people going through the change.
Whether you are executing strategy, implementing technology, designing process improvements, or transforming culture, your role as change agent is fraught with challenges: Convincing people to try new things. Keeping change a priority. Getting leaders to take ownership. Aligning actions towards desired outcomes. Overcoming resistance at all levels. And yet, despite (perhaps even because of) the daunting task ahead, you want to help the organization move forward.
As a member of the Influx Change Agent Network, you will expand your arsenal of influence methods and gain a community of peers to help you push the boulder uphill. Step fully into the role of change agent so you can pull all the pieces together and effectively implement change in your organization.
Program Details
Members
Members of the Influx community are mid- to senior-level managers or individual contributors who are responsible for implementing one or more change initiatives within their organizations. Examples of change initiatives include but are not limited to:
- Strategy execution (e.g. Balanced Scorecard)
- Quality or process improvement (e.g. Lean / Six Sigma)
- Corporate Social Responsibility
- Technology implementation
- Mergers or restructuring
- Culture change
Working Group Format
As a working group, the Influx community is much more than a training program. Members bring their own situations to the table and work on them over time with a community of practitioners facing similar challenges.
The Network provides a unique combination of training, community, and individual support to help you implement change:
- In-Depth Training. Monthly webinars examine methods of influence to help you be an effective change agent for your organization.
- Personalized Support. Your program host provides individual coaching to work through your immediate challenges.
- Community. In group calls and online discussion boards, participants have many opportunities to learn from each others’ experiences.
Because interaction and trust are key components of the program, the group is limited to 15 individual members.
Learning Topics
The working group focuses on three core areas to help members influence change: clarity and focus, personal influence and structural influence. Each topic includes training, group discussion and exercises. Occasional guest speakers round out the experience.
| Program Topics | |
|---|---|
| Clarity and Focus |
Gain clarity around your initiative and understand how change works. |
| Personal Influence |
Build up and utilize your ability to influence others on a one-to-one basis. |
| Structural Influence |
Introduce large-scale influence strategies to move the organization forward. |
Resources
Upon registration, you will gain immediate access to our online community. Member profiles, session recordings and other valuable resources will be available throughout the program to members only.
The online tools also help you to learn and connect with a community of organization change practitioners through discussion boards and live chat.
Annual membership includes:
- 10 webinar training sessions
- 12 monthly group support calls.
- 3 hours of individual coaching (3-6 sessions).
- Year-round access to online resources.
Program Fee
Annual membership is $2495. Save $350 when you register by December 15, 2009.
Interested but not sure yet that this program is right for you? Please contact me and I will answer any questions you might have.
On gratitude and organizational change
November 25, 2009
As change agents we often lament the things that make our jobs difficult. But, as my former boss Andy Rush used to say, “If this were easy, they wouldn’t need us here.”
So thank you to the unaware leader, who doesn’t see when his words and actions don’t match.
Thank you to the fuddy-dud stick-in-the-mud, who likes things just the way they are.
Thank you to those who think you can communicate something once and people will get the message.
Thank you to the manager who believes employees should just do what they’re told.
Thank you to the leader who thinks these are soft skills.
Thank you to the urgent, which always seems to crowd out the important.
Thank you to fear of the unknown and different.
Thank you to politics, silos, and self-preservation.
Thank you to irrationality and humanity.
For without you, this would be easy. And we like a good challenge.
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