Say the word "change" to one person and they
think of a campaign slogan.
Another may
think about the new and improved smarter vehicles. For another, divorce may come to mind. Still another, a chapter in Tom Peter's book Thriving on Chaos which is appropriately
titled, "Learning to Love Change: A New View of Leadership at all
Levels."
Can any workplace or organizations learn to love
change? Do those same people, who face insurmountable
challenges each day quiver in their boots when faced with a novel innovation?
Certainly, many of them do.
Fear of change is everywhere. It means facing the unknown. There is an impermanence about change. Yes, it isn't something you face for a brief
period, like the challenge we face in a new situation. Change creates instability
.
It also creates strength.
Even a favorite pair of comfortable old sneakers can outlive their
usefulness. They can become downright
dangerous to wear, if not just plain offensive to those around you.
So, I say, throw out those old sneakers, and those old ideas
and take a trip into a brave world.
Learn to love change.
Again, in his book, Tom Peters lists several principles, he
calls prescriptions to assist managers and leaders. I look at several of these, more as survival
tactics that may help us as we head into that unchartered territory of our
future.
1. DEVELOP AN INSPIRING VISION
Does your organization have a vision? Perhaps, many visions? It had better. Well folks, we are well into the 21st Century, and times they are a changing!
Everyone has dared to dream at one time or another. Too often those dreams and those visions were
stifled by dinosaurs from our past who felt dreaming was a waste of time. Or, in the case of most manager who have been
around forever, their familiar motto may be, "It won't work."
Perhaps, the first step is to gasp failure as the first step in success. Think about it,
success almost always comes on the heels of failure. Rarely does anyone get something right the
first time. Likewise, if people had quit
after the first try we'd still be riding a horse and buggy rather than driving
cars, much less soaring through the clouds.
The key is to make those failures small failures. Take one step at a time toward a new
innovation. If you fail at one step,
take a look at what went wrong, analyze, modify, and try again. Or, move on to
another step and try that.
Okay, this comes from someone who doesn't take small
steps. Someone who has been known to
jump in with both feet. That's easy when
you're on a winning streak. Ever so
painful when you meet with that inevitable failure; because it will be a
dozy. The kind that makes you want to
quit.
But, if that's the case, don't quit! You're still among a pretty elite group of
people -- risk-takers. Without us, new
things wouldn't happen.
We all just have to learn to look before we leap; to decide
whether walking might be the best route to get where we want to go. But hey, if the ground looks solid -- Go for
it!
Whatever your method, walking, running, jumping, just keep
moving forward. Keep generating new
ideas. Keep listening to the ideas of
others.
2. SETTING AN EXAMPLE
Refocus your attention on a new idea, a new plan for
change. Dedicate time to that. Don't just give it lip-service. Show that you are giving this your attention.
Those people working with you will see that you care enough to give time to a project; so they, too, will consider it worth their time. Talk about your new special project often. Make sure everyone knows it is utmost on your mind.
This isn't something you do only with other managers. You do it with all members of your organization. Come down out of that ivory tower you call an office and visit with the troops, your front line people; and don’t forget anyone on your staff.
You also need to move on and practice the next tactic.
3. PRACTICE VISIBLE MANAGEMENT
You may say you have too much to do to socialize. The truth is, you have too much to lose if
you don't interact with your people.
Have you forgotten what it was like to be one of them?
To be a good example you must be seen. To learn what is going on with your staff and
volunteers you must see for yourself. If
there's a rumor you never know how factual, or tainted, it may be. When you see it for yourself, or hear it from
the person involved, you will have a pretty good idea what really is going on.
This is also a good way for you to practice the first
survival tactic I listed. It is the
opportunity to hear the ideas of your members.
Let them know you are open to new suggestions. This will also give you the opportunity to learn more about
your other managers and employees. You
may find someone possesses a special skill, even one that is not related
directly to you, but could be beneficial to the organization. You could enlist this person to share that
skill with the rest of you, thus improving the organization as a whole.
You may also find someone has a special interest that with
proper training, could be a real asset to the organization. You might remember that person next time that
training comes available.
Knowing more about your
personnel can strengthen your company.
As with the last tactics, one leads to
another.
4. PAY
ATTENTION! (DO MORE LISTENING)
Don't just pay token attention. Really listen! When you must be in your office, open the
door. Let your people know you are
available to them. Certainly, unless it
is a vital personnel matter, whatever you are doing can be done a little
later. There should be nothing more
important than your employees. They are,
after all, the ones who make it all happen.
While you're practicing visible leadership, ask questions.
Not the kind that put people on the defensive.
The kind that show your personnel you are interested in their opinion.
Start with a question like; "Do you think there would be a better way of
doing this?" Then listen to the answer and if possible ask another
question.
Don't specify a time like, "If you have any questions,
problems, or comments, I will be in my office every evening, at 3 PM, on odd
days, except on weekends." That is,
unless you really want your privacy.
Instead, try bringing a box of donuts into the work area
some morning and letting everyone know your ears are open. Again, you may want to get the ball rolling
by asking opinions on an article you just read.
Or, you may just want to chip in to remind yourself how it was to do
their job.
5. DEFER TO THE FRONT LINE
While you are listening to what your staff have to say make
sure you take what they say seriously.
Seriously enough to act upon it.
You may not be able to take action on every idea, but you can certainly
do more than lend lip-service to them.
Take time to look further into implementation of your member’s new
ideas.
I might add a word about the use of all personnel. In the case of Tom Peter's book the
distinction is made fairly clear that those are the people who are the nuts and
bolts of the organization. They are the
ones who make it run on a day to day basis.
You may have to broaden your definition of front line to
include those people who are also being served.
They are the ones who will help you know where the strengths and
weaknesses are in your organization.
All these people are important parts of the organization
and their opinions and ideas should be treated accordingly. Today's leaders were once one of those
people. Stay one of them!
6. DELEGATE
One of the first rules we learn as leaders is to
delegate. Yet, isn't it far easier to
say than to actually do? An organization
that had followed the previous survival tactics, may find it far easier. People
who have been respected for who they are and what they think, not by status or
title, will be far more willing to accept responsibility.
Once you become part owner of something you certainly care
a lot more about what happens to it.
That's the same case when you use someone's ideas to improve the
organization. They become part
owner. They want to see their ideas, and
the organization become a success. And
they will go to great lengths to see that it does.
When you delegate make certain you really let go. We aren't talking about handing over a new
program to the newest employee. We're
talking about projects that are within a person's capability -- though often
they don't realize it till they try.
We're talking about letting people implement their ideas.
When I say really let go, I mean don't check up on them to
see that they have done what they were supposed to do. Respect their ability to follow through. It's a waiting game. Wait for their report. It helps to have them give you a rough action
plan so that you may anticipate when you might expect that report.
Let them know it is their project; but, always let them
know you are prepared to listen should they feel the need to discuss any aspect
of that project. Don't anticipate
problems, but be there to offer support should they arise.
Above all, think positive.
Don't be like the vulture flying overhead, waiting for the project to
die so you can pounce down and say, "I knew if I waited long enough it
would happen!" Instead, try a new
diet that includes wanting and expecting success from all your personnel;
because success breeds success, and that makes a better organization as a
whole.
7. PURSUE "HORIZONTAL" MANAGEMENT BY BASHING BUREAUCRACY
As I said previously, once you implement a few of these
others will automatically follow. If you have opened your door, been a visible
leader who listens to what your people have to say, allowed them room to pursue
their creative ideas, you will have begun to pursue horizontal management.
The bashing of bureaucracy may be a bit more difficult for
some, though very tempting. I must
include myself in that. I leave a paper
trail almost everywhere I go. Partially
because I took the first lesson I learned to heart, "CYA". If you don't know what that means, consider
yourself a knight and your armor is paper -- notes, records and reports.
There will always be a certain amount of paperwork that is
unavoidable. The point is, avoid the
rest. Find a better way for what is
left. In fact, one of those very people
you now take time to listen to, may have an idea that will help ease the time
wasted on bureaucratic paperwork.
8. EVALUATE
EVERYONE ON HIS OR HER LOVE OF CHANGE
This, too, will become easier if you have proven your
commitment to change by your own actions.
As you show your excitement for new ideas, that excitement will
spread. You will visibly see those
people who are catching on that change is good.
Ask yourself, and your employees, "What have you changed today?" Sounds like a crazy question; but, think about your answer. If you've only changed your underwear, and that's the same response you've given for the past year, you may need to take a hard look at where you're going. Certainly not headed toward the future. At least not unless it is kicking and screaming, or complaining, all the way.
Ask yourself, and your employees, "What have you changed today?" Sounds like a crazy question; but, think about your answer. If you've only changed your underwear, and that's the same response you've given for the past year, you may need to take a hard look at where you're going. Certainly not headed toward the future. At least not unless it is kicking and screaming, or complaining, all the way.
As simple a change as where you hold a meeting can be a
major start. An example of this may be
difficult for some to envision, but it factual.
A few trees died because of the amount of paper I used to keep my
committee informed because they couldn't be at some of our meetings. Today we can avoid that problem because of the
technology available. Hasn’t that turned out to be a positive change? I think
so.
9. CREATE A SENSE OF URGENCY
Certainly you had better be creating a sense of urgency
about the need for change. The reality
is, most things can’t wait for the future -- change is needed now. When you consider a portion of many
organizations are still being dragged, kicking and screaming, and complaining,
your latest programs, I'd say it is time to take action.
Sure, it's a big job. But, following these survival tactics, you won't be doing that job alone. You will be standing among some of the finest, most innovative people any company has to offer.
For too long it has been "Lonely at the top." That statement does not have to hold true. Not when you align yourself with the real movers and shakers. The real people who will make changes happen. The people who will walk beside you, not behind you into the future.
Sure, it's a big job. But, following these survival tactics, you won't be doing that job alone. You will be standing among some of the finest, most innovative people any company has to offer.
For too long it has been "Lonely at the top." That statement does not have to hold true. Not when you align yourself with the real movers and shakers. The real people who will make changes happen. The people who will walk beside you, not behind you into the future.
Or, perhaps, depending on your success with these survival
tactics, maybe you won't be walking. You
may be running in anxious anticipation of the good things to come when you get
there.
REFERENCE:
Thriving on Chaos; Handbook
for a Management Revolution, Tom Peters, Harper Perennial, 1987
