If we want change to be lasting and more effective, we have got to get better at leading it.
A group of us were talking the other day about leading through change, and I couldn’t help but recall the many reorganizations I’ve watched (or been part of) during my years in the Five-sided Puzzle Palace. It might surprise you to know that not all my experiences with change in the home of the world’s greatest military were positive. Some were slightly less painful than others, but almost all were less than effectively executed – yes, I’m being charitable – because the changes weren’t well led.
In fact, we’ve led it so badly for so long, the very word “reorganization” has taken on an adversarial connotation. I’ve heard it called realignment, refocus, transformation, shake-up, even “simply changing who people work for,” but not once did it feel like we were doing anything but reorganizing.
I’ve got the stick for a minute.
Here’s some lessons that came from examples I’ve see of how NOT to lead during change. I know there are other kinds of change besides a reorganization, but the leadership lessons learned – or not learned – apply across the board.
Most importantly, don’t plan the change in secret. I know… you don’t want to distract anyone from their work by giving them something else to stand around and have fact-free conversations about. Well guess what – too late. You can’t stop the rumor mill with secrecy, and they’re already distracted all day long by wondering “How does this change affect me?” They’ve even given it a pet name, like The Great Disorganization of 2015, Musical Cubicles or Rearranging Deck Chairs on the Titanic.
Instead, communicate, communicate, and communicate some more. To the whole organization. Start with the “why” you’re changing, follow with “what” you’re trying to get out of the change, and continue with soliciting “how” it might work better from the people whose day-to-day activities are affected by the new way of doing thing. You’re trying to get buy-in from the doers, not the affirmation by middle management that they’re okay with the new power distribution.
Next, pleeeeeese don’t change the organization to fix someone’s lack of performance. As in, don’t move a function away from a poor manager and give it to a top performer as a reward. If you do, you can bet you’ve just sent a horrible message to your workforce.
Instead, make sure the change is about the good of the organization. Individual needs do not override the collective goals of the organization (thank you, Mr. Spock). If a manager’s not getting the job done, get him some help (development, coaching, etc.) or replace him. It shows that accountability is more than a slogan on the break room bulletin board.
Finally (almost), don’t continue down a dead-end road just to save face. Not all newly-created organizations work the way they’re envisioned. Teams don’t gel, new leaders don’t lead, promised resources don’t materialize, etc., etc. In fact, a lot of changes don’t pan out the way we think they’re going to, so…
Fix what you messed up, and don’t be shy about telling people why you need to change again. Help your people build change resiliency, and keep everyone’s focus on organizational performance.
Okay, really last… don’t drag out the implementation date. It’s hard on people to have to dance between their current, but soon-to-be-former boss and their soon-to-be boss. Would you rather have your tooth pulled in one appointment or have pieces of it extracted over a series of months?
Change happens, and there are winners and losers in every re-shuffle, but the only people who are happy with change are those in charge of it and those who benefit by it. Still, led properly, growth and success are its by-products, and everyone can get behind that.
Onboarding matters more than any other activity for speed-to-productivity and employee retention.
Onboarding employees today has taken on a new significance. No longer just “new employee orientation,” It can set the stage for long-term success, engagement and employee retention.
A recent SHRM report stated that Onboarding has four distinct levels, called the Four C’s: Compliance, Clarification, Culture, and Connection. The problem is the order—that model needs to be stood on its head, in exactly the reverse order.
Connection comes first. First employment days are wasted with forms and compliance… stop that! Spend that first day—the entire day—connecting with the newbie in a fun, meaningful way,
Make onboarding fun!
that lends value to the new employee first, the organization a distant second. Create an environment that someone wants to be a part of… demonstrate values today that will be reinforced tomorrow. Early connections are lasting connections. Later connections are just that—late.
Culture. Speaking of values… Included in that non-compliance first day, and possibly many more, is the weaving of culture norms and organizational values in demonstrable form, so that words and actions are immediately congruent, and new employees don’t have to wonder what things like “we value innovation” really mean.
Clarification starts assimilating that new employee into the organization and their specific role. Here we help these new folks understand their place in the company, their contributed value, and their significance in the long term for doing the job they were hired to do. It also reinforces their career direction and potential path—something critical for newer employees today.
Compliance events only occur after we have produced distinct connections, shown demonstrable culture and values, and provide some real job and career clarification. Compliance is an organization-only need, and as such brings up the rear in establishing long-term value to an employee. It’s important, but only to us. The employee doesn’t need it to realize his or her value. It must be done, but minimize its significance and distraction.
Onboarding today is the real deal. This is a challenge that can allow Human Resource professionals to play an absolute critical role in the long-term success of new talent. But you’ve gotta do it right, and focus on what’s important for the talent first.
I have a client where we just implemented a rigorous onboarding effort, that includes recruitment, orientation, and also the first several weeks of after-orientation employment. It’s already had a positive effect on retention and engagement, and both of those translate into significant organizational results.
Here’s my issue — attitude, morale, thoughts… none really matter in our workplaces.
Sure, we’d love for everyone to have our version of a good attitude. Yes, I can certainly support “good” morale (whatever the heck that is), and of course, I’d prefer everyone thought like me.
None of these, however, really matter. What matters, of course, is observable behavior. It’s the only thing we can really see, act on, and manage to.
Tell someone they have a “bad attitude.” What happens? They close up and get defensive. “No, I don’t,” is the typical reply. Now where are we? No closer to where we want to be, only now the employee is defensive.
Focus on observable behavior.
“John, every time I say ‘Good Morning’ to you, you tell me to go to hell.” Now THAT’S observable.
“Pat, I’ve noticed you never delegate work to Jamar over there. Why?” Observable also.
Get to the substance — to the part where we can take action to manage, correct, and/or modify.
Stay focused on things we can see, touch and feel… otherwise, your attitude may be showing.
The Unicorn of Continuous Improvement — Two steps forward, two steps back…
Continuous Improvement… the unicorn of any contact center.
Yeah, I know. Continuous Improvement is the wonder child of any measurement-driven organization. The Holy Grail. It’s how we make incremental improvements over time, increasing our productivity, effectiveness and profitability. “It’s what we do.” So, hear me out before you go all “what’s this unicorn crap?” on me. (more…)
Thought I’d keep it light this month. It’s possible someone told me I’d been a little preachy lately… but what do they know?
How do you know you’re leading? What do you measure? What do you look for?
Consulting the great Google oracle, it looks like 73,300,000 people already know and have written about it. (Heaven forbid the Google breaks; how will I ever conduct my research?)
Since I didn’t see what I was looking for, I thought I’d share a couple of lessons I learned about a decade ago, shortly after I’d taken command of a few hundred motivated and talented Airmen and was voluntold at the last minute that I would be leading the entire wing on its monthly run.
I’m gonna try to keep this upbeat, but the underlying issue is sad… and oh so preventable.
So many of your employees have these 8-track tapes running in their head that say things like “what’s wrong with me?” “I screwed it up, again” and “I’ll never get this right.” That’s because all they ever seem to hear about is what they messed up, what they’re doing wrong, and what they’re not doing fast enough.
You might hear it fairly often, too, but this isn’t about you. (more…)
