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Size Does Matter in Organizational Change
"I don't want to get to the end of my life and find that I lived just the length of it. I want to have lived the width of it as well."
Diane Ackerman, (1948 - ) Illinois-born poet, essayist, naturalist
Beyond Organizational Change to World Change
"Women hold up half the sky."
Chinese proverb
Step Out of the Shade and Into Your Talents
"Hide not your talents, they for use were made. What's a sundial in the shade?"Benjamin Franklin
I drive my sister crazy with all of the questions I ask people that I meet. But, if one of my life's missions to to help people understand what they are good at, then my questions must remain. [Note to sis: Coleen, I love you, but I've got to keep on keeping on with my questions!]
By paying attention and asking the right questions, you will likely discover many hidden talents among your leaders, peer, team members, family members, friends, volunteers, yourself.
Many leaders are in a situation know where they cannot hire more talent. Why not ask the following four questions of the talent you currently have to determine how to maximize your resources?
1.
Turn a compliment into an interview.
- Congratulate an employee on a job well done; then, ask exactly what helped her succeed. By better understanding her process, you may uncover an unseen strength.
2. Ask why employees prefer certain tasks or projects.
- Preferences can provide insight into someone's talents. An employee might enjoy a project because it involves a product he cares about or because it gave him a chance to interact with customers directly or because... Knowing which will possibly uncover talents.
3. Inquire about dreams.
- Ask your employee what she would do if she had her career to do over again. Dreams often include an aspect of someone that she doesn't regularly share.
4. Analyze how people think, not just what they do.
- This one is my favorite. What is behind accomplishments is a way of thinking, particular to an individual, that made success possible. Ask your team member to walk you through his thought process on how he arrived at a solution. Articulating this dimension of how his mind works will help you -- and your team member-- identify the other projects that require his inductive talents. It will l also show him that you truly understand the value of his contributions.
I will also suggest that you consider asking these questions of yourself. I know a number of people in the midst of a job search, and they feel at wit's end with what to do next. I am hopeful that these questions may be a source of freeing your thoughts to find what it is that truly inspires you.
Adapted from Steven DeMaio's How to Identify Your Employees' Hidden Talents. 24 June 2009
"To Get What You Want Don't Go With Your Gut." Wait...What?!
"Where there is shouting, there is no true knowledge."
Leonardo Da Vinci, Italian painter, sculptor, architect, and engineer whose genius epitomized the Renaissance humanist ideal, 1452 - 1519
When a person shouts at you, your gut reaction may be to yell right back. This is one situation when following your gut may not be such a good idea, and may result in a damaged relationship. Instead, try responding to the desired outcome.
NO: Event - Reaction - Outcome
YES: Event - Outcome - Reaction
Action
When an unsettling event occurs:
- Pause.
- Ask yourself
: what is the outcome I want? Instead of reacting to the event, act in alignment with your desired outcome.
Enjoy this great article by Peter Bregman.
Bumble Bees, Airplanes Helping NOLA Minority Youth Soar
"Aerodynamically the bumble bee shouldn't be able to fly, but the bumble bee doesn't know it so it goes on flying anyway."
Mary Kay Ash, (1918-2001), pioneer for women in business
About one year ago, Captain Barrington Irving took off from Opa Locka airport inside the cockpit of Inspiration II, a plane built entirely by Miami high school students in the Experience Aviation Build & Soar Summer Program.
How cool would it be to be the program manager helping the minority youth of Baton Rouge and New Orleans build and soar?
That opportunity for the right person crossed my desk today. Contact name and email is George Moore gmooredtii@yahoo.com******** for more information and follow-up. Good luck!
___________________________
To:Accenture Alumni
Subject: Opening in Baton Rouge/New Orleans
|
Looking for a project manager for a new Aviation Academy and After-School program for minority youth in the Baton Rouge/New Orleans area. A 10-12 month project that involves the planning, launch, and management of an innovative new educational program. The program would expand educational curriculum and services throughout communities within Louisiana and create career pathways in aviation, aerospace, renewable energy, and technology. http://www.experien
The Mid-Level Business Analyst or Manager must have strong project management experience, including the ability to:
This is a potential long-term opportunity once the program is developed and launched. Please send resumes to George Moore gmooredtii@yahoo.com. Project would begin sometime in late September. |
********
Loss: A Learning Opportunity with a Specific Purpose
"Should you shield the canyons from the windstorms, you would never see the beauty of their carvings." Dr. Elisabeth Kubler Ross, 1926-2004, Swiss-born psychiatrist and author
I have friends and family that are experiencing difficult losses of family pets. I've been revisiting Kubler Ross' five stages of grief to help me get a better sense of where these folks are in the grieving process so that I may better support them through each stage.
Brushing up on this model reflects what some of what my clients are experiencing. A merger of two companies with two distinctly separate cultures into one company and one culture doesn't happen overnight. People need to experience the Denial – Anger – Bargaining – Depression – Acceptance of the 'death' of their original company before accepting and embracing their new company.
Remembering to include organizational change frameworks and time to allow employees to move through this process. Don't fault them for their feelings. Instead take the time to learn how to assist in guiding them through the stages, if appropriate.
I'll end with another impactful quote from EKR:
"You will not grow if you sit in a beautiful flower garden, but you will grow if you are sick, if you are in pain, if you experience losses, and if you do not put your head in the sand, but take the pain as a gift to you with a very, very specific purpose."
ACTION: If you are experiencing an organizational change, develop a list of ten possible purposes / opportunities for you to learn in this change. The purpose is there...and it is up to you to find it.
Looking to Create Creative & Innovative Solutions? Go To Your Stretch Zone
Can You Become a Creature of New Habits?
http://www.nytimes.com/2008/05/04/business/04unbox.html?_r=1&goback=%2Ehom
This New York Times article provides an interesting perspective on the three zones of existence and in which zone true change occurs.
There are "...three zones of existence: comfort, stretch and stress. Comfort is the realm of existing habit. Stress occurs when a challenge is so far beyond current experience as to be overwhelming. It’s that stretch zone in the middle — activities that feel a bit awkward and unfamiliar — where true change occurs."
If possible, develop change management solutions, strategies and tactics to keep impacted people in the stretch zone. The stress zone can create an inability for people to learn because they are in the 'fight - or flight' mode.
Facing a Naysayer, a Sally Stubborn? Then Isolate and / or Neutralize.
"Beware of little expenses. A small leak will sink a great ship."
Benjamin Franklin, (January 17, 1706 – April 17, 1790), one of the Founding Fathers of the United States of America, noted polymath, leading author and printer, satirist, political theorist, politician, scientist, inventor, civic activist, statesman and diplomat
In addition to the lengthy description of Mr. Franklin noted above, it seems as if he also was an expert in organizational change. Those ‘little expenses’ can add up quickly. The little expenses I am referring to have more to do with time and energy than with money. And I can tell you from experience that organizational change – actually, any change – requires many people’s time and energy to work.
So what do you do if you have a naysayer who will not accept an organizational change that needs to occur and is already underway? Let us call this person Sally Stubborn. With Sally, you have two options: isolate or neutralize her.
ACTION
Decide if Sally is needed during and / or after the organizational change.
If so:
Neutralize
Schedule time with Sally to listen actively to her point of view about the change. (I will bet you may be able to find a nugget of truth in her concerns.) Ask her for recommended solutions to her concerns. Ask her if she wants to lead one of these efforts to address her concerns.
Find an ally - how about Coleen Cooperative? Coleen is at the same level as Sally and she is an engaging leader in the organizational change strategy and execution. Ask Coleen for assistance and / or guidance in dealing with Sally.
Encircle Sally with people who are excited about and engaged in the change. Attitudes can be infectious.
Determine a plan with dates and expectations to help Sally succeed. Decide at what point you want to include Sally in building this plan.
Isolate
Work around Sally. This can be an effective strategy if you have other change champions or willing participants on the bandwagon. Especially others who are at the same organizational level.
Develop an exit strategy for her. If you have tried all of the above to no avail, inform Sally that she needs to get with the program or she runs the risk of having to explore other options outside of the company. Sometimes you will have to cut bait with energy-draining employees who simply will not cooperate.
There are other options to consider, but this is a solid starting point. Whichever path you choose, consult a select few about your concerns with Sally before making your decision. Sally may simply need a little push, assistance, validation that she is being heard, or some one-on-one time with someone she trusts who will listen then explain why changes are occurring. And guess what? These options do not have to cost you a penny.
You and your team’s time and energy during an organizational change are precious. Use wisely.
When Is the Last Time You Hung A Question Mark?
"It's a healthy thing now and then to hang a question mark on the things you have long taken for granted."
Bertrand Russell (1872-1970), British philosopher, logician, mathematician, historian, advocate for social reform, and pacifist
Boy, this sure seems easy to say but can be hard to do. It is a quote I likely will keep in my back pocket to use in organizational change presentations and discussions as a way to set the stage for helping people understand it is okay to consider new ways of thinking and doing. This does not mean that the way your organization, your team, you have been doing things is wrong. Sometimes it just never hurts to try a new point of view, especially if you feel stuck.
ACTION:
To use the simple Nike phrase: Just do it!
Based on the culture of your organization and/or team, decide up front if you want to let people know that you will be explicitly hanging question marks during the next few team meetings.
Or, consider expanding the experiment to engage your team: ask your team members to rotate being the 'hanger' every day for a week or two. Ask them to write a brief reflection at the end of their day to share with the team once the experiement ends. Reconvene after the set time period, and discuss what you learned collectively. See if there are any learnings that you can weave into how your team operates.
What I know for sure is that organizational changes are pull of question marks; so, we all might as well learn to embrace them vs. fight them. Happy hanging.
Lemons Can Bring Lemonade, and Struggle Can Bring Learning
"Learning is discovering that something is possible."
Fritz Perls, (1893 - 1970), co founder of Gestalt therapy
A key role leaders need to play now during such significant market turbulence is to help employees understand that in the midst of struggle, a plethora of opportunities exist for learning. Sometimes it is hard for people to naturally push themselves to 'think outside of the box' without a platform burning impetus. Well, that impetus clearly exists today, and I must say that I've been able to witness firsthand some amazing learning, creativity and innovation arise within my client base.
ACTION: As Gestalt therapy suggests, try focusing on the 'here and now' as much as you can. Keep your team from ruminating on the future...and lead by example, of course. Yes, consider the future and what you have control over, but determine what is within your sphere of influence to lead, manage and control. Develop a plan that includes capturing key learnings along the way. Before you know it, the market will correct itself; then, you and your team will be able to reflect upon how you successfully handled the associated organizational changes...and be proud.
- Coming soon: Scenario Planning. What is it and how can you apply it now -
