Change is Good … You Go First – 3 Essential Steps to Help Managers Managing Change
Change is a fact of life and we need to manage it before it manages us. Deciding to change is easy, doing it is much more difficult. We’re all creatures of habit and for some our automatic default position is to resist change; but, without change (i.e., constantly improving), your competition will pass you by. Over the years I’ve read countless business books, but one of my favorites is Change Is Good, You Go First by Tom Feltenstien and Mac Anderson. It’s delightfully simple and an easy read; certainly not your typical business book. The 21 short stories will help you embrace change, realize change can be good, and inspire you and your team to stop doing business as usual!
Now, having praised the book, Change is Good, You Go First, the focus of this newsletter is not to do a book report. It’s to focus on three essential steps to help your managers manage change.
Leaders are catalysts for change in organizations and managers are necessary for managing change through the rank-and-file workforce. Unfortunately, some managers (and leaders) resist change, especially if they have already lived through previous change initiatives that forced them to do more with less. Managers who are unwilling to embrace change have distinct characteristics that put them “at risk” for derailing in their careers.
Frustration at the suggestion of change and skepticism signify a manager who may be resistant to change. Managers who talk of “what was” versus “what will be” are also sending warning signals that they are not comfortable with change. If a manager continues to do things the old way while still expecting to produce new results, or is uncomfortable with ambiguity and is not open to discovering new methods, they are also in the red. While it may be understandable that managers are cautious (or concerned) when faced with the need to change, it’s essential they embrace the idea of adaptation to thrive.
There are three remedies to prevent managers from derailing and to ensure they will continually develop.
- Understand the manager’s natural appetite for change.
People generate ideas and opinions differently from one another and these differences influence an appetite for risk and challenge (or lack thereof). Some find change exciting and they will embrace it, while others find it threatening and either try to ignore it or silently derail it. The former is healthy for an organization while the latter is not. Knowing how a manager will respond to change will enable you to tailor how you communicate change. One of the attributes our PXT Select assessment measures is “Outlook”. Individuals scoring high on that scale tend to be optimistic and accepting (of change) while individuals scoring low on that scale tend to be skeptical and cautious. While effective communication is necessary during periods of change, it’s especially critical for those managers who are skeptical and cautious.
- Help the manager understand his/her natural aversion to change.
If a manager has a natural tendency to resist change, then it is important to make him/her aware of this tendency. This does not mean to accuse him or her, simply to tactfully bring this issue to their attention. Once he or she is fully aware of their aversion, he or she will be better equipped to develop their own way of helping themself to adapt to change. When possible, have them think through the process for you so that you can demonstrate how the change will benefit both the organization and the individual.
- Help the manager understand the importance and benefits of new priorities.
There are many ways to communicate change, but words are not always enough. You need to translate this change into meaningful actions and goals as a manager and then you need to inspect what you expect. There are surveys available (such as our free Cultural Survey) which provide insights into how employees feel about management’s support of a change initiative and how that support impacts them. Those feelings influence their decisions, behavior, and performance. Surveys like this will reveal disconnects and opportunities for realignment. Providing concrete facts will validate those managers who support change and will help discount the fears of managers who are skeptical of change. Change is not easy; humans are creatures of habit. Information is power, in that the more people know, the more comfortable they will feel in a new situation.
We Can Help
Check us out at www.GreatLakesProfiles.com. We have a suite of assessments which include the PXT Select (for selection, succession planning, and development purposes) our Emotional Intelligence assessments, our Everything DiSC assessments, our Customer Service assessment, our Integrity assessment, and our 360o surveys as well as culture consulting and a host of other training programs. We’re here to help, reach out to us at Jim@GreatLakesProfiles.com or call us at (248) 388-0697.