Look Over Yonder Wall - Managing Change

One of my favorite blues songs is called "Look Over Yonder Wall", and while the song carries no sublime messages, the title provides good advice for managers. If present information is any indication, it appears that there will be continued fiscal restraint, cutbacks and possible layoffs for next fiscal year, This indeed creates some "walls" that managers need to "look over".

Changes of this nature pose difficult challenges for managers. It is a time of great stress, not only for employees but also for managers and executives. Unfortunately, because of the degree of stress there is a tendency to focus on the event, or "the wall", with insufficient attention paid to what comes before the wall, and what is to come after. It is important to understand that changes such as downsizing do not consist of an event isolated in time. Downsizing occurs within a flow of events which precede and occur after the actual change announcement.

An organization's ability to deal with drastic negative change will depend primarily on the degree to which management has demonstrated its competence in the past. If management has fostered a sense of trust and credibility, has communicated effectively, and has demonstrated effective planning and decision making skills, the change adjustment period will be shortened, and the organization will have a much easier time of normalizing what it does after the change implementation. If these and other components are not in place before major change, there is going to one heck of a bumpy ride.

It is important that management begin to lay the foundation for negative changes in advance. It is also important that managers be very clear what will be required of them in helping their organizations, and their staff, move beyond events like budget cuts, and staff losses. The stakes are high. Without adequate preparation and planning your organization can be put into a tailspin that can last for years.

In this issue, and over the next few months The Public Sector Manager will be concentrating on managing change. More specifically, we will deal with the high impact kinds of changes that will face all of us in the next 18 months. Much of the material you see is based upon the content of a course we are developing, called "Leading The Elephant Through The Swamp -- Managing Change Through Leadership".

So, for now, "look over yonder wall" to the future, and start planning for it. Begin to assemble the pieces you will need to manage this kind of change effectively.

Robert Bacal, Editor

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Empowerment Difficulties

Over the last few month I have been trying to encourage my staff to take on more responsibility, and to become more involved in branch decision-making. I have indicated at staff meetings that I wish to empower staff, and that I have an open door policy. So far nothing much has come of it. Staff seem hesitant to voice their opinions at staff meetings, and it almost seems that they don't want more involvement. I'm firmly convinced that our branch needs input from everyone, so I'm getting very frustrated and angry.

Response:

One common error that managers make in this area is to assume that all that it will take to empower staff is to invite them in, much like one would invite a houseguest into the house. It's a lot more complicated then that.

Keep in mind that staff who have worked in a more traditional hierarchical structure have developed some level of comfort with the status quo. We all get used to our work environments, and tend to resist change. It is even possible that some staff will not want more responsibility--they prefer the more predictable arrangement where the boss makes most major decisions, and tells them what to do. It may not be realistic to expect all staff will be eager to see themselves empowered.

Perhaps what is more important to recognize is that staff need much more than an invitation to participate. In order for people to fully participate in decision-making they need:

1. Clear understanding of what YOU mean by empowerment, and the responsibilities, limits and expectations you have regarding participation.

2. Clear understanding of your branch's goals, values and priorities. Decision-making cannot occur in a vacuum. When staff are not clear about goals, values and priorities, they, rightfully become hesitant to jump in, for fear of looking foolish.

3. A well thought out and effective way of moving information around the organization. As with goals, values, and priorities, staff must have all of the relevant information needed to make informed in-context decisions, or even suggestions.

4. A clear process for input into the decision-making process. One reason many organizations use self-directed work teams is that once they are up and running, they provide the process, or forum, for input, suggestions and decision-making. This process formalizes the staff participation process.

5. Management consistency. One thing about the empowerment process is that management can't offer it, then pull it back if the decisions that come from it don't match with what management would have decided on its own. That's not to say that managers must abide by every decision or suggestion offered by staff. It does mean that when managers overrule staff suggestions, that they must do so in the spirit of problem-solving rather than what can appear as arbitrariness. By the way, when staff are clear about organizational goals, values, and priorities, and have access to all information related to the decision at hand, they are less likely to make decisions that will be ineffective, or that require over-ruling.

6. Opportunity for skill development. People vary in terms of their ability to work productively with others, communicate their ideas, and do effective problem-solving. If we expect full participation, we must be willing to provide the tools for people to participate effectively.

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

7. A stable and respectful workplace. In organizations that have a history of unmanaged or mismananaged conflict, people will have learned that it's dangerous to participate in anything but a superficial way. People who have been often criticized in harsh ways, by management or peers will be very careful about how they become involved.

In closing, keep in mind that while you may want to have empowered staff, the staff may have other ideas, particularly if it isn't clear what that means. Take a wider view of the process, and anticipate that it may take quite some time for staff to develop an understanding of this new way of doing things.

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Leadership, Communication & Change

Introduction to The Link Between Leadership, Change Management, and Communication

Leadership has as its corner stone, the ability to communicate. When we use the word communicate, we are referring not only to the words one uses to transfer factual information to others, but also to other "messages" that are sent and received.

What might these other messages be? Related to change the leader sends a good number of messages. These are listed below.

The leader communicates:

* A) a sense of confidence and control (or lack thereof) to employees.
* B)his or her own feelings about the change.
* C) the degree to which he/she trusts the abilities of the employees to get through the change.
* D) a sense of purpose and commitment (or lack thereof).
* E) the degree to which he/she accepts the reactions and feelings of employees.
* F) expectations regarding behaviour that is seen as appropriate or inappropriate (ie. rumour-mongering, back-room meetings).
* G) the degree to which he/she is "connected to" employees situations and feelings or is "in-touch" with them.

It is clear that if the leader communicates effectively, he or she will be sending messages that decrease resistance, and encourage moving through the change more effectively and positively. The bottom line with all of this is if you screw up communicating with employees, even the smallest changes can result in ugly problems.
What Is Communication?

There are all kinds of models of communication, some basic and some complex. For our purposes communication can be described as CREATING UNDERSTANDING.

Through words, actions, body language, voice tone, and other processes you send many messages about yourself, the changes, and your organization. This constitutes precisely one-half of the communication process. The second half consists of verifying that the message you intended to send was actually received and interpreted the way you intended. The only way that you can be sure you have created understanding is to listen to the people you are communicating with, and make special effort to encourage them to reflect back to you what they have heard (and what they make of it).

Your work success hint!
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Remember:

A) Although you communicate in a way that seems clear to you, the receiver of the communication, filters the information through a very complicated set of pre- conceptions, that can function to distort the message received.

B) Receivers listen selectively. They hear and process some things and gate out other things. That means that while you may have explained the "whole picture", is it likely that the whole thing wasn't received.

C)The ONLY way you can ensure that you have created common understanding is by asking the other people what they have heard, and what their reactions are to it.
Important Messages Regarding Changes

Since we have indicated that communication involves sending a variety of important messages, it is important that when you communicate about change you know what kind of messages you wish to send, and the what you want people to take away from your communication.

Whenever you communicate to employees about change, you should be striving to convey the following position.

A) that you are personally committed to the change, and seeing it through, even if it has negative consequences.

B) that you recognize that the change negatively impacts upon some people.

C) that you are open to discussion of the feelings of employees regarding the change.

D) that you are confident that the "team" can make it through the changes.

E) that you want and need input to make the changes work.

Sometimes you won't be committed to the change, or you won't be very confident that you and your staff can pull it off, particularly when the change is imposed from above. While some may disagree, it is important that you still convey an image of strength and commitment despite your own misgivings. The change leader has a role to play, and if you have mis-givings or strong negative emotional reactions of your own it may be more effective if you underplay them. If you show anger about a change, you may legitimize the same kind of negative behaviour in your staff.

While you shouldn't hide your own negative reactions completely, it is probably wise to keep them in the background by stating them in a matter of fact way and moving on.

We bet that you could be delegating much more effectively.
Communication and Change -- Who, What, When, How?

As a change leader you need to make decisions about who you must communicate with, what needs to be communicated, when you will communicate and how you will do it. We will take a look at each of these in turn.

Who?

Managers sometimes have a tendency to communicate about change on a "need to know basis". However, effective change leaders recognize that almost any change will have effects on most people in an organization, no matter how removed they are from the change.

The basic rule of thumb is that communication should take place directly between the manager and employees when employees NEED TO KNOW OR WANT TO KNOW.

Except for situations that involve confidentiality, even those who are indirectly affected will likely want to know what is going on, and how it may affect them. This applies to your own staff, and those organizations that are related to you (ie. other branches within a division or department, client organizations, etc).

You are better off over-including people in your communication, than leaving people out.

What?

If you need to determine what to communicate, keep in mind what you are trying to accomplish through your communication about change. When you communicate you are trying to:

A) give information that will reduce uncertainty and ambiguity regarding the change.

B) Pre-empt the hidden information system of the grapevine, so you can ensure that incorrect anxiety provoking information is not spreading.

C) Provide forums for employees to communicate their reactions and concerns to you.

If you would like another rule of thumb, when deciding what should be communicated, communicate as much information about the change as is available to you. Obviously, you need to exercise judgement where there is confidential and/or sensitive information involved, or where your information may be unreliable.

Be aware that if you only have a small amount of information about a negative change, communicating it may increase anxiety levels and rampant speculation. You should also be aware that if you have preliminary information about a change, that others do also, and that it is likely that your employees will hear rumours regardless of what you disclose.

Finally, keep in mind that you are communicating messages about the facts of the change, and also about your own reactions to it. As a change leader, you must be aware that your staff will watch you carefully to guess how you are feeling about the change, and they will draw their own conclusions based on your behaviour. Sometimes these conclusions will be wrong and destructive.

If you choose to state your own reactions to the change, state them quickly (particularly if they are negative).

When?

The longer you wait to communicate details of change, the more likely you are to extend the period of adjustment. This is because it is very difficult to "keep a lid" on anything in government, and even if you are silent, your staff will likely hear vague things through the grapevine. Grapevine information tends to be sketchy enough that it creates a high degree of anxiety, and also a high degree of mistrust of management.

So, the earlier you communicate the less likely erroneous or upsetting information will come through the grapevine. Communicate as early as possible about change, but do not assume that once you have done this the job is over.

Communication should occur in anticipation of change, during the implementation, and after the change has been stabilized.

How?
Issue #1: Group or Single Meetings

Another decision you need to address is what needs to be communicated in group settings, and what needs to be addressed in one-on-one meetings with employees. What are the advantages of each approach?

Communicating in groups ensures that each person present is hearing the same information at the same time. Group communication also allows people to interact with each other about the changes and can help people develop a sense of team, particularly in a climate of adversity.

Communicating in groups also has some disadvantages. In many organizations there will be people who will not feel comfortable talking in a group context. The more "personal" the effects of the change, the more likely people will withdraw from the group process.

A second danger of group communication is that one or two particularly vocal and negative people can set the tone for the group, and foster unproductive negative discussion. While expression of concerns about change are healthy, the "doom- sayer" can cause this process to become destructive. For this reason, group communication needs to be managed with skill and expertise. Sometimes an external facilitator is necessary.

Finally, there are some issues that cannot be discussed within a group. For example, in downsizing situations, it is inappropriate to announce to a group that John and Mary are losing their jobs. When changes are likely to create a high degree of upset to individuals, they must be dealt with in private.

Communicating on a one-to-one basis has the advantage of privacy. When bad news is communicated, the person receiving the news is less pressured to withhold their reactions. One-to-one communication also allows more in-depth exploration of the person's feelings, ideas and reactions to the change.

A disadvantage to using one-to-one communication is that it may fragment your team. There is also a possibility that you will send slightly different messages to different staff members.

Prescription:

Most situations require both group communication and one-to-one communication. They compliment each other. Using only one or the other will create problems.

Below are some guidelines.

Use group communications if:

A)You need to ensure everybody hears the news at the same time.

B)You want to encourage group discussion to generate ideas and the problem solving process.

C)You want to increase the sense of team.

D)You wish to set the stage for individual meetings. For example, in a lay-off situation, you can call a short group meeting to announce the lay-offs generally, then immediately meet individually with each staff member to inform them of their status.

Use individual meetings if:

A)The changes are likely to cause a high degree of emotionalism that is better dealt with in private.

B)You want to ensure that shyer people have a chance to express themselves.

C)The changes involve elements that should remain confidential (pay or classification changes, employment status, etc).

D)You need to have detailed discussion about the change with specific people.
Issue #2: Written Or Oral

There is a tendency for people to avoid unpleasant interactions, and sometimes managers will use written communication to avoid the discomfort of dealing face to face with staff. While written communication can play an important role in communicating about change, it should not be used for this reason alone. Below are some guidelines regarding the use of written versus oral communication.

Oral communication is more appropriate when:

A) Receiver is not very interested in getting the message. Oral communication provides more opportunities for getting and keeping interest and attention.

B)Emotions are high. Oral communication provides chances for both you and the other person to let off steam, cool down, and create a climate for understanding.

C)You need feedback. It's easier to get feedback by observing body language and asking questions.

D)The other person is too busy or preoccupied to read. Oral communication provides better opportunities to gain attention.

E)You need to convince or persuade. Oral communication provides more flexibility, opportunity for emphasis, chances to listen to and remove resistance, and is more likely to affect people's attitudes.

F)The details and issues are complicated, and cannot be well expressed on paper.

Written communication is appropriate if:

A)You require a record of the communication for future reference.

B)Your staff will be referring to details of the change later.

C)You are communicating something with multiple parts or steps and where it is important that employees understand them.

Generally, it is wise to use both written and oral communication. The more emotional the issues, the more important it is to stress oral communication first. Written communication can be used as backup.

Concluding Comments On Change Leadership

As a change leader, communication is your primary and most important tool. We have attempted to outline some of the important parts of the communication process, but short of writing an entire book on the subject, it is difficult to discuss all the subtleties and issues about human communication.

There is no substitute for good judgement, and change leaders need to be reflective and thoughtful about the ways they communicate. There is also no substitute for LISTENING, and receiving feedback from your staff and colleagues about how you communicate. You may make communication mistakes, but the mark of an effective change leader is that these mistakes are quickly identified through feedback and discussion, and corrective action is taken.

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Critical Factors For Dealing With Downsizing

1) Timing is critical. What is appropriate when people are upset and emotional is not as effective six months later.

2) The ability of leaders to "read" the feelings and perceptions of staff members is critical to making appropriately timed decisions.

3) Leaders who are able to accept without judgement staff's emotional reactions to downsizing will enhance their own ability to lead, and staff's willingness to follow.

4) Leaders need to help staff refocus their attention on getting the job done, and making the organization better in the future.

5) Leaders also need to deal with their own emotional reactions to downsizing, so that they keep themselves healthy and productive.

Your work success hint!
It's not IF you fight or disagree. It's not how often you argue. It's not WHAT you argue about. It's about HOW you argue, fight or disagree, whether at home or at work. Learn to disagree, argue and fight fairly and you WILL see a difference in your relationships, and how others perceive you. Learn the rules of fighting fair and fair disagreement by clicking here.

6) Leaders should prepare for downsizing before it is announced. In other words, there should be some strategy for helping staff, addressing practical issues that arise, and moving the organization into the future.

7) The most common mistake managers make regarding downsizing is to under-manage. By assuming that it will all work itself out, the manager spends too little time dealing with important issues, and loses the respect and trust of staff.

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Downsizing -- The Long Term Effects

Few government departments or branches have escaped the necessity of downsizing. The last three or four years have brought almost constant cuts in staffing, and some departments have been "hit" several times. For many downsizing has become an annual process.

When managers are faced with downsizing, they tend to focus on the immediate and practical needs that emerge at the time when staff are being let go. After all, employees need to be selected and notified, one of the most difficult tasks for any manager. Jobs responsibilities need to be shuffled, and generally the period where downsizing is occurring is very busy and emotionally taxing.

Unfortunately, there is a tendency for managers to focus on those that are leaving rather than those that remain. This also holds true for central training and consulting agencies who are asked to support the laid off employees with career development help, counselling, and other supports. There is no question that laid off employees deserve and need these kinds of supports and services. Unfortunately, there is a tendency to forget that after the laid-off workers are gone, the "survivors" must soldier on, and the manager must deal with the long-term effects on the remaining organization.

We are now seeing the effects of downsizing on those that remain. One of the most telling comments is often put forth by employees a year or two after downsizing, and it goes like this: "Sometimes I think that the ones who were laid off are the lucky ones". They usually go on to describe a workplace where employees feel:

. a lack of executive commitment to their functions
. confusion about the priorities of their organization
. increased workloads
. confusion about their mandate
. a sense of being betrayed by executives and managers
. a profound sense of distrust
. a sense of futility with respect to long-term planning
. undervalued and unappreciated

In operational terms, this translates into a number of problems.

. the organization moves towards less risk-taking and innovation
. destructive conflict tends to increase
. internal competition for resources increases
. individual staff members devote less effort to working together and more attention to doing things that will protect themselves.
. general listlessness and lethargy
. decreases service levels and increased public hostility

It is easy to understand these effects when they occur close to the time when down-sizing occurs, and remaining staff "grieve" the loss of friends and colleagues. But, these effects are now being seen as long as one or two years AFTER the downsizing period. There are indeed long term effects of downsizing that need to be addressed.
Understanding The Organizational Downcycle

To counter-act the long term effects of downsizing, managers need to understand how organizations slip into "downcycles".

An organizational downcycle can be characterized as a long-term process where the organization becomes progressively more depressed, insular, protective and confused. The important thing to note is that this process occurs slowly, sometimes imperceptibly, and that if the process is allowed to continue unchecked, it gets worse. The downcycling organization loses its positive momentum and enthusiasm. A vicious circle is formed. It snowballs. Bad feelings and depression become the norm rather than occasional, until, in extreme cases, the organization becomes unable to move effectively, and the work climate can become intolerable for everyone.

Because the process tends to be gradual, managers tend to assume that the problems that occur early in the downcycling will solve themselves without attention. It is easy to assume that staff will "get over" the effects of downsizing over time. This may be the fatal mistake, because if the process is left unmanaged, there is a good chance that staff will become more demoralized.

One final point on the downcycle is in order. When an organization is close to the bottom of a downcycle, it is extremely difficult to turn the organization around. This is because levels of trust, hope and enthusiasm are so low that
staff will have little faith in the effectiveness of any approach that promises to be helpful.

Some Prescriptions

1. Proactive management activities are always required when downsizing occurs. Managers must realize that they "can pay now or pay later", and that delaying actions designed to revitalize the organization will result in a huge cost down the road.

Managers should consider that the period immediately after downsizing is critical. Action or inaction during this period will determine whether the organization moves into a depressed downcycle, or makes the commitment to move forward. Downsizing time should also be a time when the organization's mandate and vision are revisited. It should be a time when the manager dedicates him/herself to the long-term health of the organization by clarifying, supporting and building trust. Above all, this is the time where the manager's prime responsibility is to communicate, both with staff, and with executives. One focus of communication should be clarifying mandate, vision, priorities
and commitment levels.

2. Proactive long-term approaches should also be applied by any central agencies charged with "helping" downsizing organizations. Support should be offered to those that are displaced, but, in the long term, help offered to "survivors" will be much more important in determining organizational health. As a manager, ask, or demand that these services be made available by central agencies, or procure them from private vendors, if the central agency won't do the job.

3. If you are in the unfortunate position of managing an organization that is "downcycling", you need to be aware of two things. First, it will get worse if neglected. Second, interventions to turn the cycle around must be considered as long-term projects. One shot consulting or training isn't going to do much, and it may be damaging. Remember that your organization may have been moving downward for a year or two, and that it is going to take a substantial period of time to reverse the process. Positive change will require a consistent effort on your part, and may require consulting help over a period as long as a year.


Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...



Conclusion

We are seeing more of the long-term effects of downsizing on organizational health. When downsizing is undermanaged, there is the danger that an organizational downcycle will be created, and left to continue unchecked over several years. The results can be destructive to the organization and the individuals that work there.

It is far easier to avoid or correct this cycle at the time when downsizing occurs, and far less costly. It is important that downsizing trigger organizational renewal strategies immediately.

If proactive action is missing, or is ineffective, corrective actions down the road will require a long term commitment. Once an organization reaches the bottom of a downcycle, it will take considerable time to reverse the process.

Read more...

Leadership - The Link Between Planning & Doing

If you have read the preceding articles in this section on strategic planning, YOU will have a sense that strategic planning involves more than getting together for one day a yearto develop a strategic planning document. Strategic planning is both a logical, rational process, and a process that involves people. It takes more than developing a plan for that plan to be implemented. In this article, we consider that the critical link between planning and doing is leadership.
Traditional Planning Methods

The traditional way for government organizations to plan is for a group of people, usually executives/management, but sometimes including employees, to get together for some period of time each year. Generally, inadequate time is allocated to the exercise, but if it is completed, it results in a document that contains a mission statement, broad organizational goals, and other elements as is deemed appropriate. Then, the plan is usually hidden away somewhere, never to be seen again. Traditional methods yield traditional results. As a wise man once said "If you keep doing what you have been doing, you will get what you have always got".

It needn't be this way.
Reconceptualizing Strategic Planning

Planning should be considered as a blueprint for change. The plan should be the basis for introducing controlled change into an organization so it can adapt to changing times. By anticipating shifting demands, the plan serves the purpose of allowing the organization to control its own direction, rather than waiting until political forces demand change (and demand change NOW). In addition, the plan allows for consistent monitorin~ofsuccess,~nd re-examination of the degree to which organizational resources should be structured and allocated to achieve future goals.

But, if we look at strategic planning in this light, as a blueprint for change, we also need to consider that any organization has built-in inertia.. the tendency to keep on doing what one has been doing. On its own, the strategic planning process, as traditionally undertaken, is insufficient to overcome this inertia. Other forces need to come into play if the plan, and proposed changes get implemented.
Leadership - The Key Force

In the context of strategic planning, leadership means a number of things. We can outline the role of leadership in the following ways, keeping in mind that leadership may come from appointed leaders (management and executive) and from the ranks

. 1.Those in leadership roles ensure that as many members of the organization as possible buy into the values, mission, and broad organizational goals. There are two components to this function. First, leaders manage the perceptions of staff with respect to the planning process. Remember that most people have experienced the "plan-in-the-drawer" syndrome, where effort expended in planning is seen as wasted when the plan is ignored. Prior to the planning process, leaders must emphasize that THIS TIME, things will be different.

Second, leaders manage the planning process so that staff feel that they have adequate input into the process, that they are heard, and their values and visions are incorporated into the final plan and its implementation. Specifically, leaders arrange things so that the process is open, and conforms to accepted rules of communication. That may mean hiring an external consultant to orchestrate the planning sessions. It will certainly mean that rules get established to guide participation. Everyone who wants to participate should have the opportunity, and even reticent staff should be gently encouraged to involve themselves.

2. While managing perceptions of the planning process is important, the critical role of leadership occurs after the plan has been completed. Leaders must treat the planning results as the "organizational signposts that guide behaviour and decision making". After all, nobody is going to take a plan seriously if the formal leaders ignore it, or never refer to it again.

If you are serious about using strategic planning as a tool for organizational success, consider some of the following actions. A. When working with staff to set individual objectives, be sure to mention how the individual objectives will contribute to the achievement of the mission and organizational goals as outlined in the strategic plan. Make sure that the employee is familiar with the plan when individual objectives are set.

In addition, at each meeting with each employee, work with the employee to help him/her determine how the values outlined in the strategic plan apply to them. In other words, given the particular values, strategic goals and mission statement how is the employee to behave or make decisions.

B. Once the strategic plan has been completed, the formal leader of the organization (and perhaps others) should present and discuss the plan with the up-line manager or executive. It is NOT sufficient to send a copy. Because you will need up-line support to implement the plan, you will need their commitment, and commitment will only come from discussion and explanation of the plan.

C. At staff meetings, when decisions are required, explain how the strategic plan is used, or is to be used to make decisions. If you are the manager communicating a decision you have made, explain your rationale in light of the mission, values and goals expressed in the plan. If you are using a participative decision making process, help staff refocus on these components of the plan, so that they can be used to guide decision making

D. When doing performance reviews with staff, ask the individual to explain how his or her actions are consistent with the elements of the plan. How has their action contributed to organizational goals? Has their behaviour been consistent with organizational values? What needs to change so that the individual can further contribute to implementing the plan? Consider recognizing contributions to achievement of the plan, even if the individual did not have specific responsibility as outlined in their individual objectives. And, when setting future objectives, consider writing an objective that refers to the values expressed in the plan. For example: "Will act in accordance with the organizational values expressed in the strategic plan". If you go this route, make sure -that~the implications of these values are clear to the employee in terms of his or her behaviour.

Your work success hint!
Did you know that most people habitually deal with conflict in a "usual way" even when the technique they prefer just doesn't fit the situation? You probably do the same.

The trick is to deal strategically with conflict and make conscious choices about which strategy to use. You can learn about the strengths and weaknesses of the five major conflict management approaches in Using Your Head To Manage Conflict . Click here for more.

3. A final role of leadership is to create more leaders. One goal that formal leaders (executives, managers) can set for themselves is to encourage down-line employees to take on some of the leadership roles outlined above. This can be particularly effective in decision making. The ideal situation is for staff to internalize the plan to the extent that some take on the role of reminding people of the plan, and its relevance to any given decision-making process. Cultivate leaders in your organization by giving increased responsibility, and encouraging this kind of leadership behaviour.
Conclusion

Leadership, regardless of when it comes from formally appointed leaders, or Informal leaders, provides the link between planning and doing. Leadership, regardless of when it comes from formally appointed leaders, or informal leaders, provides the link between planning and doing. Effective leadership helps alter perceptions about strategic planning, and the organization itself, helping to overcome inertia, the tendency to keep things the same.

Without leadership, most strategic plans will end up as dead pieces of paper. Most importantly, when planning occurs without leadership, cynicism increases when staff see that the plan is being ignored, or even violated. The outcome of this is that formal leaders suffer a loss of credibility.

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Turning Around Negative Attitudes

At one time or another, organizations develop an over-abundance of "negative energy" or attitudes. Sometimes they can be linked to organizational trauma, like down-sizing, budget restraints or workload increases, but sometimes they evolve over time with no apparent triggering event. The negative organization is characterized by increased complaining, a focus on reasons why things can't be done, and what seems to be a lack of hope that things will get better. It feels like the organization in stuck in treacle. And, it's contagious. Negativism can affect even the most positive employees.

What can you do? Based on an article by Arthur Beck and Ellis Hillmar, professors in organization development at University of Richmond, we suggest the following:
Model Positive Behaviour

It is obvious that if management is walking negative and talking in a negative way, staff will follow. Don't do it. More than that, take a positive approach with staff by showing confidence in their abilities. Expect a lot, support staff, hold them accountable, confront them and be clear and honest. Set standards for your own work and relations with employees, and work towards meeting them to set an example of positive behaviour.
Acknowledge Negativity

You can't ignore negativity and expect it to go away. If you do not acknowledge it, then staff will feel that you are out of touch, and will not be confident in your abilities. Acknowledge the frustration negative feelings, and do not try to convince the person or people that they shouldn't have their negative feelings. However, when acknowledging employees' negative feelings, try asking for suggestions regarding what to do about them.
Look For And Identify The Positives In All Situations

Sometimes we forget to find positives. When an employee makes an impractical solution, we are quick to dismiss the idea. We should be identifying the effort while gently discussing the idea. Look for small victories, and talk about them. Turning a negative organization into a positive one is a result of thousands of little actions.
Give Positive Recognition Often

Pretty straight-forward. Provide positive recognition as soon as you find out about good performance. Do not couple positive strokes with suggestions for improvement. Separate them. Combining them devalues the recognition for many people.
Refrain From Collusion On Negativity

It is easy to get caught in the general complaining and bitching, particularly in informal discussions. When faced with negative conversations, consider changing the subject, comment on the negative content ("Let's talk about something more pleasant"), or ask what can be done about the situation (move from negative to positive slant).

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...
A Few More Quick Tips:

Hold a strategic planning session to focus on a positive future (but make sure it is well facilitated).

Encourage staff to find creative ways to make the work environment more enjoyable.

Encourage staff to be involved in decision-making and delegate where possible.

Introduce a "work-smart" program to dehassle the workplace.
Conclusion

It is not uncommon for organizations to go through periods of negativity. Managers play important roles in determining if that negativity will increase, or whether the trough is relatively short. Above all, remember that it is the little things that you do, day in and day out, that make the difference.

Based on "What Managers Can Do To Turn Around Negative Attitudes" (Beck & Hillmar), published in "Performance (A. Dale Tempe, Editor), Facts On File Publications, 1988.

Read more...

The Effects of Change On The Manager

One of the least mentioned effects of change relates to how it affects the manager leading that change, and his or her ability to undertake the leadership role. We have already talked about the effects of change on the individual employee, and of course managers are subject to the same reactions, resistances and strains. Some types of change, such as restructuring, or downsizing can put considerable strain on the leaders of an organization.
Stress, Stress & More Stress

One primary concern regarding change is the stress it imposes on those undergoing the change. Managers, because they have obligations to their staff, not only have to deal with change as employees but also need to carry some of the concerns of their staffs. In the case of downsizing, the stress levels can be extremely high, because the manager is charged with conveying very upsetting information.

Stress is part of the job, but in times of change, it is critical that you recognize that it may cause you to act in ways that are less effective than usual. As with anything connected with change, the major concern is not short term but long term. If your stress levels result in marked loss of effectiveness, the risk is that a vicious cycle will be set up, where ineffective leadership results in creating more long term problems, which increases your stress, which reduces your effectiveness even more.
Avoidance -- A Common Response

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

A common response to unpleasant change is to ignore the situation. Avoidance can take many forms. Most commonly, the avoiding manager plays only a minimal role in moving the organization through the swamp. After announcing the change and doing the minimum required, the manager "hides" from the change, through delegation, or attending to other work. This tactic involves treating things as "business as usual".

The outcomes of this tactic can be devastating. By avoiding situations, the manager abdicates any leadership role, when staff needs it most, during and after significant change. In addition, the avoidance results in the manager becoming out of touch with the people and realities of the organization.

While avoidance serves a need for the manager in the short run, it destroys the manager's credibility, and results in poor decisions. The long term consequence of such action is that the organization tends to deteriorate in terms of morale, effectiveness and productivity. Sometimes this deterioration is irreversable.
Denial -- Another Ineffective Tactic

Sometimes the manager deals with change by denying its impact. Usually, the denying manager takes a very logical approach to change. Decisions get made, systems are put in place, or new procedures are developed. Unfortunately, this "logical" approach denies the impact of change on the people in the organization.
The denying manager tends to refuse to understand "what the big deal is", and shows little empathy with employees in the organization.

As with avoidance the denying tactic tends to drop the manager's credibility and destroy any personal loyalty on the part of employees.

Key Points

1) Managers are put under stress by change, and that stress, if mishandled can result in loss of managerial effectiveness. Managers need to be alert to the signs of stress upon their performance.

2) A common management tactic is to avoid involvement in change when that involvement is unpleasant. The affects of this withdrawal can be lethal to the organization and to the manager.

3) Another common tactic is denial of the effects of change. Managers who do this tend to under- estimate the impact of the change, and demonstrate an inability to respond to employees' emotional reactions to change.

Read more...

The Responsiveness Paradigm

Why are some people respected in the workplace, and others not? Is there something that distinguishes people who are thought of highly from those that are not? What about managers and leaders; are successful respected leaders different from those that are less successful?

The answers to these questions are not so simple. But perhaps they aren't so complex either. And the answers may also extend to regular employees, who gets promoted, and who is seen as an effective employee.

Our work in interpersonal communication has brought us to pay attention to these questions. And we have a tentative hypothesis; something that people can build on to become better leaders, managers and employees. We call this approach The Responsiveness Paradigm.

The Responsiveness Paradigm is a way of looking at how people influence and get along with each other. Based on our work in defusing hostility, it suggests that a primary characteristic of successful and respected people, be they leaders, managers or line employees, is that they have an ability to respond to others in a way that takes into account the needs of both people.

You Can Preview our help card on Responsive Managers by clicking here
What Is Responsiveness?

We characterize responsiveness in the following ways:

An individual (or organization) can be considered responsive if:

s/he identifies both the explicit (clearly stated), and implicit (unstated or below the surface) needs of another person or people s/he interacts with.

s/he uses the understanding of those needs to fulfil those needs when possible.

s/he acknowledges and works in partnership with other parties to find some means of fulfilling needs that IS possible, even if only partial fulfilment results.

s/he uses a family of communication techniques and skills (cooperative communication techniques) that serves the following functions:

indicates interest and concern for others
indicates willingness to work together and not in opposition
indicates acceptance of responsibility for communication and follow-up behaviour
The Responsiveness Skill Set

Your work success hint!
We won't tell your boss if you don't. You can make quantum leaps in productivity, morale, employee motivation through learning how to delegate effectively. It's not hard to learn but it's a bit more complex than most managers think.

Learn to delegate properly and when your department hits on all cylinders, the trick will remain our little secret. More on delegation...click here.

In terms of learning how to be responsive, we need to translate the above into a set of skills that people can learn. After all, it isn't helpful to know about successes if we have no means of making more successes. The Responsiveness skill set is a collection of elements, that when learned and applied, make people more able to meet the needs of others, and to be perceived as helpful, supportive, accomplished, etc.

First, the responsiveness skill set is composed primarily of thinking and emotional type skills. Second responsiveness requires a set of language/communication skills. We are going to state both types in terms of competencies we believe can be developed in most people.

Competencies

* Active/reflective listening (communication skill)
* Empathetic and acknowledging communication (communication skill)
* Use of cooperative language (communication skill set) eg. use of non-confrontational ques tions to build understanding
* use of qualifiers as opposed to absolute statements
* focus on problem solving vs. blame
* consistency between talk and behaviour (walking the talk) (thinking/emotional skill)
* ability to extract other person's needs from the interactions (communication skill)
* problem-solving skills (thinking skill)

These competencies give us a good starting point to look at some case situations that will illustrate the difference between responsiveness and unresponsiveness. This month we are going to look at responsive and non-responsive managers.

Read more...

The Responsive Manager/Leader

The Responsiveness Paradigm outlined elsewhere in this newsletter is applicable at a number of levels. For example, it applies to organizations in general, and the ability of the organization to respond to the needs of customers, staff and other stakeholders (eg. politicians, etc). It applies to non-supervisory staff, and their ability to respond to the needs of their managers, customers and co-workers. This month we are going to look at responsiveness as it applied to managers, leaders and/or supervisors.
Influence Of The Responsive Manager

The responsive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to responsive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because responsive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviours that show concern, respect and trust.

Responsive managers also influence those above them in the hierarchy. Because responsive managers have the ability to read and act upon the needs of their "bosses", they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the "ear" of people above them in the system, and further helps get things done when needed.

Contrast this with the limited influence of the UNresponsive manager. The unresponsive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. Unresponsive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done.
How Do They Do It?

Responsive managers apply a number of specific skills and abilities to the task (as outlined generally in The Responsiveness Paradigm article). Above all, they appear to be "withit". Withitness

has a number of components. First withit managers are able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly.

However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfil the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

Here's an example:

I was responsible for automating an office system in a government department. As happens sometimes, the Management Information Systems people were not keen on our going our own way on the project, despite the fact that they had indicated they could not do it for us in the near future. As a result their cooperation (needed for the project) was patchy. As team leader, I faced a number of roadblocks, despite the fact that our Assistant Deputy Minister wanted to see this project come to fruition. I regularly reported back to our Director, outlining progress and roadblocks. Every time I communicated roadblocks to the Director, they were removed within a short time, despite the fact that I did not request direct action. In addition, the Director advised and counselled me on how to deal with the "systems people" so I could have maximum impact. Despite the roadblocks, the project was completed on time and was very successful, much to the chagrin of some of the systems people, who I think were hoping we would fail.

This is a simple story, but one full of meaning. In this situation the Director was able to identify the project leader's needs with respect to the project, listening carefully, and identifying actions she could take to "smooth the path". Not only was the Director able to remove obstacles and fulfil the need of the project leader, but the Director responded on a deeper level, helping to teach the Project Leader methods of becoming more effective, fulfilling yet another need. All of this was assumed to be the proper role of the Director, and was done without expressing all of the needs specifically or explicitly.

We can contrast this with the unresponsiveness of the MIS people. They lectured, they fussed, they predicted dire consequences, rather than offering consistent, responsive help. They focused not on responding to the needs of their clients, but on some other factors having to do with control, and their own needs. Eventually, their lack of responsiveness resulted in the very thing they did not want; loss of control of the project. As a result of this project their overall status in the organization suffered, simply because at both an organization and individual level they were seen as barriers, rather than useful.

Let's look at one more example.

An employee had been working for a government branch for about a year, having moved to the city as a new resident. In a casual conversation, the supervisor noted that the employee wasn't looking at his best, and asked how he was feeling. The employee explained that he hadn't been feeling well lately, and sounded very tired and overwhelmed. The supervisor determined that the staff member didn't have a local family doctor, asked if he would like the supervisor to arrange an appointment, and proceeded to do so immediately. The problem turned out to be a minor one.

In this example we see again the ideas of "withitness" and responsiveness. The supervisor was able to identify that the staff member was in need of some help, despite the fact that the staff member did not state this explicitly. Note that the supervisor didn't pressure the staff member to go to the doctor, but identified needs, checked them out, and then acted upon them. In this case, help consisted of direct, helpful action.
Conclusion

Your work success hint!
Did you know that most people habitually deal with conflict in a "usual way" even when the technique they prefer just doesn't fit the situation? You probably do the same.

The trick is to deal strategically with conflict and make conscious choices about which strategy to use. You can learn about the strengths and weaknesses of the five major conflict management approaches in Using Your Head To Manage Conflict . Click here for more.

These two examples are the stuff of loyalty and commitment. They are remembered years and years after the fact, and continue to extend the influence of managers. In this sense responsiveness is a critical component of management success, because it allows managers and supervisors to get things done, for the benefit of all players.

In the limited space we have, we have attempted to give you a feel of what responsiveness means. You might want to extend your own understanding by considering some of the following questions.

1. If you are a manager or supervisor, how can you modify your own behaviours so that you become and are perceived as more responsive by a) your staff, b) your boss and c) your customers?

2. Again, if you are a manager or supervisor what is your definition of the "responsive employee"? Can you identify your "favourite employees", and consider how they are responsive to you? Our bet is you will find that your most valued employees are responsive.

3. If you are non-management, what would you need to do to be perceived as more responsive by the people around you?

Read more...

The Effects of Change On The Manager

One of the least mentioned effects of change relates to how it affects the manager leading that change, and his or her ability to undertake the leadership role. We have already talked about the effects of change on the individual employee, and of course managers are subject to the same reactions, resistances and strains. Some types of change, such as restructuring, or downsizing can put considerable strain on the leaders of an organization.
Stress, Stress & More Stress

One primary concern regarding change is the stress it imposes on those undergoing the change. Managers, because they have obligations to their staff, not only have to deal with change as employees but also need to carry some of the concerns of their staffs. In the case of downsizing, the stress levels can be extremely high, because the manager is charged with conveying very upsetting information.

Stress is part of the job, but in times of change, it is critical that you recognize that it may cause you to act in ways that are less effective than usual. As with anything connected with change, the major concern is not short term but long term. If your stress levels result in marked loss of effectiveness, the risk is that a vicious cycle will be set up, where ineffective leadership results in creating more long term problems, which increases your stress, which reduces your effectiveness even more.
Avoidance -- A Common Response

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

A common response to unpleasant change is to ignore the situation. Avoidance can take many forms. Most commonly, the avoiding manager plays only a minimal role in moving the organization through the swamp. After announcing the change and doing the minimum required, the manager "hides" from the change, through delegation, or attending to other work. This tactic involves treating things as "business as usual".

The outcomes of this tactic can be devastating. By avoiding situations, the manager abdicates any leadership role, when staff needs it most, during and after significant change. In addition, the avoidance results in the manager becoming out of touch with the people and realities of the organization.

While avoidance serves a need for the manager in the short run, it destroys the manager's credibility, and results in poor decisions. The long term consequence of such action is that the organization tends to deteriorate in terms of morale, effectiveness and productivity. Sometimes this deterioration is irreversable.
Denial -- Another Ineffective Tactic

Sometimes the manager deals with change by denying its impact. Usually, the denying manager takes a very logical approach to change. Decisions get made, systems are put in place, or new procedures are developed. Unfortunately, this "logical" approach denies the impact of change on the people in the organization.
The denying manager tends to refuse to understand "what the big deal is", and shows little empathy with employees in the organization.

As with avoidance the denying tactic tends to drop the manager's credibility and destroy any personal loyalty on the part of employees.

Key Points

1) Managers are put under stress by change, and that stress, if mishandled can result in loss of managerial effectiveness. Managers need to be alert to the signs of stress upon their performance.

2) A common management tactic is to avoid involvement in change when that involvement is unpleasant. The affects of this withdrawal can be lethal to the organization and to the manager.

3) Another common tactic is denial of the effects of change. Managers who do this tend to under- estimate the impact of the change, and demonstrate an inability to respond to employees' emotional reactions to change.

Read more...

Leading Those That Remain

Downsizing...Right-sizing, lay-offs or workforce adjustment, whatever the current "correct" terminology, the fact remains that it is the most difficult thing that managers will deal with in their careers.

There are two (only two?!) issues regarding downsizing. First, the period of downsizing brings with it incredible anxiety for everyone. Both managers and employees have to "get through" this period where downsizing is announced and individuals are notified. While this is the period of greatest short term stress, it is an acute situation.

The second problem, and one of much more long term significance is the issue of those that remain. Somehow managers have to deal with the fall-out from the downsizing process, and move their organizations beyond the grief, the anger and the loss of morale that characterizes these major organizational events. It is those that remain that will determine what happens to the organization. We are going to talk about the long term issues here.
The First Few Weeks

In the first few weeks after downsizing even those who still have jobs will feel a lot of difficult things. Grief, anger, sense of betrayal, and depression are common "normal" reactions. Typically productivity drops as people work through their feelings by talking with each other.

This applies to you as the leader of your organization. However, as a leader you have an important role to play in helping employees get past the initial reactions.

During this time, it is important that you do not pressure employees unduly, either in the areas of increasing productivity, or in expressing feelings about the change. Some people want to talk, others not. Some will work harder and some will not. Your job is to help by gently talking to them, both in group settings and individually about their reactions, and how you can help.

Listening is key here. Ask questions and keep your own comments to a minimum, and don't exhort or pressure people. By showing concern and interest, you will be working towards repairing the sense of broken trust that accompanies downsizing.

During this period, you need to take stock of your own emotional situation. Your ability to lead people through the tough times will depend on your own physical and emotional health. Try not to cut yourself off. Talking to colleagues outside your organization is a good idea, or at least, venting your own feelings with someone unconnected with your organization. If you find yourself plagued by sleeplessness, mood swings and depression and guilt, don't hesitate to take advantage of support services that are available.
Normalizing

The initial shock of downsizing is likely to linger for some time, certainly for more than the two weeks mentioned. Unfortunately, you and your staff have goals to accomplish, people to serve. At some point there is a need to get on with it, to normalize the situation.

It is difficult for leaders to determine when it is time to start sending the message that "business as usual" must prevail. Too early and you alienate and anger staff...too late and you end up wallowing. It is best to start normalizing slowly and gently.

Your work success hint!
Did you know that a high percentage of conflict at work and at home is a result of ineffective use of language? It's true. The best part is that you can learn to alter your communication and language so that what you say is perceived as more cooperative, and less confrontational.

The result? Less conflict incidents, and less severe conflicts. More info...

The situation in your organization can be helped if you start to address any operational problems that might have been caused by the downsizing. Any shifting in staff will result in new challenges in terms of doing business, and there can be some confusion and chaos regarding how you are going to go about doing "business" with a smaller staff complement.

It is important that the chaos be reduced. Normally this will mean clarifying with staff any concerns they have about getting the business done, and problem-solving around the issues. The longer that there is confusion, the more likely there will be permanent effects on organizational health and morale.

During this period, both group problem solving meetings and individual discussions are appropriate and recommended. Bring ALL staff into the discussion, and make sure everyone is clear what they should be doing.

While the feelings of employees are important during this phase, staff need to be slowly moved back to getting the job done. By getting clear understandings of the changes, you will create a climate of stability, which is necessary for the "recovery" of people in the organization.
Futuring

The first part of adjusting to downsizing is to address the feelings of those that remain. The second is to focus on dealing with the operational problems stemming from the changes, and the third step deals with the future.

People need a vision of the future, a sense of what they are trying to achieve, and they also need to know that they are part of a goal-oriented team pulling in the same direction. While we have talked above about "getting through", futuring involves people in trying to create (or confirm) a vision of the organization, and it's goals, values, purpose, etc. It is the creation and commitment to these things that will work to revitalize an organization that has been downsized.

The futuring process is usually a group process, and can extend to undertaking strategic planning, re-examination of priorities, operational planning, and review of role and mission. By doing these kinds of things you promote a sense that the future will bring positive, exciting things. Organizations that have lost staff need to have that sense if they are to rebuild.
Recap

Leading staff through downsizing requires the leader to exercise superior judgement and decision-making. It's a complicated task that involves the leader in recognizing the natural reactions of those that remain in the organization, and determining the right timing for moving the organization from the emotional reactions to a focus on the present and future. While it is difficult, the consequences of mis-managing or under-managing the situation are severe. Both management and staff will suffer if the timing is wrong, or managers deny or avoid dealing with the fall-out from downsizing.

Read more...

Front and Center - Leadership Critical To Managing Change

When change is imposed (as in downsizing scenarios), clearly the most important determinant of "getting through the swamp", is the ability of leadership to...well, lead. The literature on the subject indicates that the nature of the change is secondary to the perceptions that employees have regarding the ability, competence, and credibility of senior and middle management.

If you are to manage change effectively, you need to be aware that there are three distinct times zones where leadership is important. We can call these Preparing For the Journey, Slogging Through The Swamp, and After Arrival. We will look more carefully at each of these.

The Role of Leadership

In an organization where there is faith in the abilities of formal leaders, employees will look towards the leaders for a number of things. During drastic change times, employees will expect effective and sensible planning, confident and effective decision-making, and regular, complete communication that is timely. Also during these times of change, employees will perceive leadership as supportive, concerned and committed to their welfare, while at the same time recognizing that tough decisions need to be made. The best way to summarize is that there is a climate of trust between leader and the rest of the team. The existence of this trust, brings hope for better times in the future, and that makes coping with drastic change much easier.

In organizations characterized by poor leadership, employees expect nothing positive. In a climate of distrust, employees learn that leaders will act in indecipherable ways and in ways that do not seem to be in anyone's best interests. Poor leadership means an absence of hope, which, if allowed to go on for too long, results in an organization becoming completely nonfunctioning. The organization must deal with the practical impact of unpleasant change, but more importantly, must labor under the weight of employees who have given up, have no faith in the system or in the ability of leaders to turn the organization around.

Leadership before, during and after change implementation is THE key to getting through the swamp. Unfortunately, if haven't established a track record of effective leadership, by the time you have to deal with difficult changes, it may be too late.

Preparing For The Journey

It would be a mistake to assume that preparing for the journey takes place only after the destination has been defined or chosen. When we talk about preparing for the change journey, we are talking about leading in a way that lays the foundation or groundwork for ANY changes that may occur in the future. Preparing is about building resources, by building healthy organizations in the first place. Much like healthy people, who are better able to cope with infection or disease than unhealthy people, organization that are healthy in the first place are better able to deal with change.

As a leader you need to establish credibility and a track record of effective decision making, so that there is trust in your ability to figure out what is necessary to bring the organization through.

Slogging Through The Swamp

Leaders play a critical role during change implementation, the period from the announcement of change through the installation of the change. During this middle period the organization is the most unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack of clarity about direction and mandate. It can be a period of emotionalism, with employees grieving for what is lost, and initially unable to look to the future.

During this period, effective leaders need to focus on two things. First, the feelings and confusion of employees must be acknowledged and validated. Second, the leader must work with employees to begin creating a new vision of the altered workplace, and helping employees to understand the direction of the future. Focusing only on feelings, may result in wallowing. That is why it is necessary to begin the movement into the new ways or situations. Focusing only on the new vision may result in the perception that the leader is out of touch, cold and uncaring. A key part of leadership in this phase is knowing when to focus on the pain, and when to focus on building and moving into the future.

After Arrival

In a sense you never completely arrive, but here we are talking about the period where the initial instability of massive change has been reduced. People have become less emotional, and more stable, and with effective leadership during the previous phases, are now more open to locking in to the new directions, mandate and ways of doing things.

Your work success hint!
We won't tell your boss if you don't. You can make quantum leaps in productivity, morale, employee motivation through learning how to delegate effectively. It's not hard to learn but it's a bit more complex than most managers think.

Learn to delegate properly and when your department hits on all cylinders, the trick will remain our little secret. More on delegation...click here.

This is an ideal time for leaders to introduce positive new change, such as examination of unwieldy procedures or Total Quality Management. The critical thing here is that leaders must now offer hope that the organization is working towards being better, by solving problems and improving the quality of work life. While the new vision of the organization may have begun while people were slogging through the swamp, this is the time to complete the process, and make sure that people buy into it, and understand their roles in this new organization.

Conclusion

Playing a leadership role in the three phases is not easy. Not only do you have a responsibility to lead, but as an employee yourself, you have to deal with your own reactions to the change, and your role in it. However, if you are ineffective in leading change, you will bear a very heavy personal load. Since you are accountable for the performance of your unit, you will have to deal with the ongoing loss of productivity that can result from poorly managed change, not to mention the potential impact on your own enjoyment of your job.

Read more...

Understanding The Cycle of Change, And How People React To It

Managers often make the mistake of assuming that once a change is started, that employees will see that it is going to take place, and get on side. This is rarely the case. Because change causes fear, a sense of loss of the familiar, etc., it takes some time for employees to a) understand the meaning of the change and b) commit to the change in a meaningful way. It is important to understand that people tend to go through stages in their attempts to cope with change. Understanding that there are normal progressions helps change leaders avoid under-managing change or over-reacting to resistance.

As we go through the stages, you will probably find many similarities with the process a person goes through with the loss of a loved one.

Stage I: Denial

An early strategy that people use to cope with change is to deny that it is happening, or to deny that it will continue or last. Common responses during this stage are:

"I've heard these things before. Remember last year they announced the new customer initiative? Nothing ever happened, and this will pass."

"It's just another hair-brained idea from the top."

"I bet this will be like everything else. The head honcho will be real gung-ho but in about six months everything will be back to normal. You'll see."

"I'll believe it when I see it."

People in the denial stage are trying to avoid dealing with the fear and uncertainty of prospective change. They are hoping they won't have to adapt.

The denial stage is difficult because it is hard to involve people in planning for the future, when they will not acknowledge that the future is going to be any different than the present.

People tend to move out of the denial stage when they see solid, tangible indicators that things ARE different. Even with these indicators some people can remain in denial for some time.

Stage II: Anger & Resistance

When people can no longer deny that something is or has happened, they tend to move into a state of anger, accompanied by covert and/or over resistance. This stage is the most critical with respect to the success of the change implementation. Leadership is needed to help work through the anger, and to move people to the next stage. If leadership is poor, the anger at this stage may last indefinitely, perhaps much longer than even the memory of the change itself.

People in this stage tend to say things like:

"Who do they think they are? Jerking us around"

"Why are they picking on us?"

"What's so damned bad about the way things are?

"How could [you] the boss allow this to happen?

Actually people say far stronger things, but we need to be polite.

Stage III: Exploration & Acceptance

This is the stage where people begin to get over the hump. They have stopped denying, and while they may be somewhat angry, the anger has moved out of the spotlight. They have a better understanding of the meaning of the change and are more willing to explore further, and to accept the change. They act more open-mindedly, and are now more interested in planning around the change and being participants in the process.

People in this stage say things like:

"Well, I guess we have to make the best of it."

"Maybe we can get through this."

"We need to get on with business."

Stage IV: Commitment

Your work success hint!
It's not IF you fight or disagree. It's not how often you argue. It's not WHAT you argue about. It's about HOW you argue, fight or disagree, whether at home or at work. Learn to disagree, argue and fight fairly and you WILL see a difference in your relationships, and how others perceive you. Learn the rules of fighting fair and fair disagreement by clicking here.

This is the payoff stage, where people commit to the change, and are willing to work towards making it succeed. They know it is a reality, and at this point people have adapted sufficiently to make it work. While some changes will never get endorsement from employees (downsizing, for example) employees at this stage will commit to making the organization effective within the constraints that have resulted from the change.

Concluding Points

Let's conclude with some key points:

1) The change process takes a considerable amount of time to stabilize and to work. Don't undermanage by assuming it will "work itself out" and don't over-react when faced with reasonable resistance.

2) Worry if there is no resistance. If the change is significant it means that people are hiding their reactions. Eventually the reactions that are not dealt with will fester and can destroy the organization. Likewise with anger.

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Setting up a Blog by Claus D Jensen

Setting Up A Blog

Blogging can be a lucrative source of profit and blogs are easy to set up and maintain. Imagine a life where you are paid to write on stuff that interests you, whenever you want, wherever you are. The mere flexibility of blogging makes it easy for you to just kick back, relax and go on a vacation whenever you feel like it.

In this article, we are going to look into the profitability of a blog and set up a blog of our own at no cost! Interested? Read on!

First, we need to obtain a blog. There are several options - host a blog on your own domain or get a free blog. For starters, let's talk about the free blogs. You can obtain a free blog at www.blogger.com or the newer (and better!) www.wordpress.com. If you are a techie, you must have heard of Wordpress, a free blog engine that is robust and infinitely expandable.

Blogger.com is actually owned by Google, so it will be detected on Google's radar faster and you will be indexed faster. Wordpress.com, however, is a relatively new option so I have no comparison on the speed of getting indexed by search engines. However, Wordpress is better in the sense that it has more advanced features such as Trackbacks and Categories. You can also manage your sidebar links more efficiently (more about this later).

Get a free blog at either Blogger.com (http://www.blogger.com/signup.g) or Wordpress (http://wordpress.com/signup/). Then, familiarize yourself by posting your first post on your blog and tinkering around with the options and templates.

Here are a few common "blog-related" words to help you out:

1) Permalink - Permalink stands for permanent link, which is a URL (uniform resource locator) that leads to an individual post that you make in your blog. 2) Trackback - When you post about someone else's blog post elsewhere, your post will show up in their "trackback" section. This feature, however, is not available with a Blogger.com account. 3) Pinging (e.g. http://www.pingomatic.com ) - Blogging seems to be paired with pinging almost every time either one is mentioned nowadays. Pinging is actually the action where a certain aggregator is notified whenever your blog is updated, so that the aggregator may show the newest post of your blog on their website. This is a useful way to gaining traffic, which we shall discuss later.

For now, I shall leave you testing out your new blog and the features that come included with it. There are many ways we can gain profit from a blog, and there are many tips on how to write posts that keep visitors glued and keep coming back for more! This is covered in other articles. This article is ment to get you started!

This article is from the ebook Blogging for Profits http://www.blog-ebooks.com

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Business Growth In The Economic Downturn by Mark Yates

If you are not suffering from an overdose of business depression, then you can't be reading press publications, watching TV or surfing the internet news sections. To state we are in an economic downturn is an understatement of such magnitude that it parallels General Custer's, "there might be a few Indians over the hill at Little Big Horn."

Stocks and shares have plummeted, the pound is at its weakest for years, businesses are closing down at unprecedented levels, unemployment is at its highest for years and the spectre of negative equity in home ownership has raised its head once again. Personal bankruptcies' are soaring and the entire banking and financial services industries appear to be sinking faster than the Titanic. However every downturn bears Mavericks and companies who buck the trend. It appears to confirm that in every negative there is a positive. When times are hard people have no choice but to abandon loyalty to their retailers and pull in the reins. When this happens Pawnbrokers like Albemarle & Bond A&B are well placed to capitalise on the woes of retail and property firms as more and more businesses go under.

A&B lends against jewellery, most of its customers borrow an average £120 and repay it within three months. Demand for their small flexible loans are strong which is driving profits for the group. A & B are aggressively stepping up their expansion plans to significantly increase its number of high street shops from 114. Founded in Bristol in 1986 the company state that the credit squeeze among mainstream lenders and strong gold prices make for a favourable environment. increasing pre-tax profits to 19% or £6.2 million in the six months to December 31st ensures the shareholders remain more than happy.

Another company Primark are also experiencing huge success while many of its high street counterparts are closing down. Associated British Foods who own the company stated that Primark's half year sales were significantly ahead of last year's. Primark cleverly positioned itself as an outlet for really cheap quality clothes now has 187 shops following an expansion throughout the UK and Spain.Read More at businessconsultancyonestopshop.co.uk

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Discover How to Create Wealth Online by Nikki Chapman

98% of people don't know the secrets of how to make money on the internet. Sign up today to discover these powerful secrets and strategies that have made me millions of dollars. Just recently brought in $151,234.29 in just 37 days!

Having been scammed so many times online with money making products I was surprised to find this site which claims to guide you and give you all the secrets to making alot of money from the Internet. I decided to sign up not having much to loose and was surprised when after the first day I was already making over $100 a day!

EXACT step by step plan that works everytime.

Just read the materials and follow along. Nothing could be more simple. Everything you've ever heard about making money online is about to be revealed. Let me begin by telling you what you don't need... a website, a winning product, an untapped niche, employees, inventory, special tricks, a friend of a friend or an email list of any kind either. You do need a plan and that's exactly what you'll get.

Discover the #1 reason why new online marketers fail!

This guide will show you why 98% of people trying to make money online are failing. It will also show YOU how to succeed.

Proven Methods!

These methods are proven to work every single time. Send thousands and thousands of visitors for free. Dont't spend a dime!

The Internet Wealth System is as easy as it looks!

I can't tell you there won't be any work, but if you can turn on a computer and type a few lines here and there, then this is a system for you. Heck, if you can read a simple cake baking recipe or the follow the rules for a simple game of cards, then you'll quickly realize this is much easier.

Discover Exactly How to Begin to Get the Fastest Results Now.

All I can say is that within the first few pages of reading this product you'll know once and for all what to do and where to start. Best of all it gets explained in a very easy way, nothing will be missing and you'll be motivated to make it happen very fast.

Entire 'Internet Wealth System' Package For A Measly One-Time Investment Of Just $19.97!

When I purchased this product it was $97 now the seller has reduced this great product to just $19.97!!!! I made my money back within 24 hours! Get this product while you can. This sale is for a limited time only!

Get Massive Results Or Get Your Money Back - 100% Guaranteed!

No fuss. No hassles. 8 weeks from now you're either experiencing massive online success using the techniques inside the "Internet Wealth System"...or YOU PAY NOTHING!

What have you got to loose. This amazing product is avalaible for the special price of just $19.97. If you dont't make money within 8 weeks you get a full refund. What have you got to loose? Start making money with this easy proven step by step system! Don't let this one get away!

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Web Business Card by Jim Patton

Is your business website attracting hundreds of new customers everyday? Congratulations, if not, maybe you need a web business card.

You have seen the business cards on the wall as you walk out of the door of your favorite barbershop? How about seeing the same business cards on the web? How about seeing your business card on the Internet? Better yet, the web business card is also indexed in Google.

Try it, this web card is indexed number 1 in Google


If your business is located in Gainesville Florida or Huntsville Alabama or you want to attract clients from those areas, then you need to submit a web business card today.

The amazing part of this web business card is that submission is free and no competing ads will appear on your web business card.

You also have the chance to support your church by creating and posting a web page for only $299 and $99 is donated to the church of your choice.

Regardless you can get a web business card for free, but if you decide to help your church you can also create and pay for a web page that contains all of the information to attract hundreds of new customers everyday.

Submit your web card today.

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Powerful Insider Secrets to Pull in Huge Residual & Leverage Income Online by John Benjamin

Is your home business not pulling in the income expected or are you just looking out to start a new home business, then your timing is right. Reports said more than halve of the people who venture online to start a business usually quit within 2years.

This alarming figure have made many to believe that all the internet success stories are all fary tales. The internet is a world of its own just like the film "MATRIX" if you have watched it.

And just like our real world today, some are rich, some average, some poor, some successful, some unsuccessful even when you find them in the same field of business. Some people are more successful than others. Its natural and ok too when you find some internet entrepreneurs who are more successful than other but what isnt ok is when this unsuccessful people begin to think that there isnt a way out. That's why "Stone Evans" a renowed home business guy came up with the final solution to internet marketing success.

There are several ways to make money online but Stone has focused on Internet Marketing as his field and he has continued to rank as the #1 leader in any of the marketing business he belongs. He doesn't even have a products of his own, his is just an affiliate and yet he is making millions of dollar year in year out. I was among the more than halve unsuccessful people until I came across his "Complete Turn key Automated Income". Within minutes of reading his article I have 70% of what it takes to succeed online.

First I got to understand that if I must own/run a profitable home business online I must have my own personal e-commerce website. Secondly there is no point working with just one company when I can work with six differenet companies at the same time with just one website and still cash the check from all six companies. Ask yourself which do you prefer, to earn one income or a six figure income without any additional stress or effort of maintaining all six companies as your one website takes care of all that. I was excited but I wasn't sure if I can set-up a website yet or find a genuine company with a proven track record.

And he came to my rescue again with an offer of setting-up a professional website completely FREE for me withing the next 24hrs and all he needed from me is just my six IDs of the best internet home business companies. Ofcourse he came to my rescue again with the six hottest program online today. And within 3months I was debt-free. That same service I have used is still available for you too today. Its up to you. You will never find this kind of opportunity else where.

In addition to his FREE website set-up he provides the same unique marketing method he has used to grow his business from scratch to a multi-million dollar industry. See you too at the top soon.

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Earn Cash Online Without Undermining the Bankbook by John Benjamin

Its believed that first impression last long. This statement is very correct up till this very time. Your very first impression on a business contact will leave a long lasting impression. So make your first impact impressive.

Before you say a word, the person standing before you will quickly review your appearance and behavior and make an immediate judgment of what he sees. You may be outstandingly competent, able, brilliant and well organized but if you don't look businesslike your credibility will suffer a set back.

When meeting your customer for the first time, look professional as possible. Here are a few tips, cloths, shoes, and your general appearance. If your looks command the respect of business minded person you will be respected and regarded as one.

Get yourself set and organized; this way you will never be harassed by any missing file or issues arising from your negligence.

Always be ready for interview and timely update of all necessary documents is essential for a vibrant business.

Always be on alert to give a concrete evidence and information concerning your proposal and business. And also think of giving your client the assurance of your services, that will build confidence in them.

Be ready to answer any information that will arise concerning the location of your service, your nature of operation and so on. When talking with a client be as straight forward as possible and give accurate description of your service and list the advantages a client will derive from your service. Its is said that feature merely describes but benefits sells.

When a deal is closed, always state your terms and conditions.

To Your Success.

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