7 Tips for Leading Successful Change

The success of an organization depends increasingly on its ability to adjust quickly to new situations. New trends, regulations, and fierce competition force companies to make major organizational changes in order to remain competitive. The cost in management time and money is significant. Often, an even higher price is paid in employee morale and failures. Thus companies have successful change leadership.

Too often, the company makes the change too late – after they start losing money, market, and cash flow, and funds for the necessary investment are no longer available. A good leader starts the change when it’s still sunny and the first clouds are far away. Good reasons and timing for change cannot guarantee immunity from pitfalls, such as employee resistance, confusion, and excessive cost.

There are seven aspects of leading change that should be considered if you want success:

Careful Planning
Careful planning saves time and money. Chances for success improve with a well-prepared disclosure and good communication; with careful weighing of potential resistance and its consequences; with a detailed timetable for execution.

Motivation
Employee resistance is often self-defense, and fear of losing security, power, or status. To offset such fears discuss potential new career paths, the necessity and advantages of different positions, the reason for the change; and show appreciation for loyalty. Some employee lack self-confidence and consider and change a threat. Teaching, training, and full support are good remedies.

Communication
Good communication is vital. Reasons for the change must be explained beforehand. Clear communication is the best investment, since resistance id often due to mis-interpretation, half-information, and rumors that precede the change. Easy-to-understand written and verbal communication should reach all levels of the organization.

Involvement
When employees get seriously involved, the situation becomes easier. It’s not “us” and “them” (management). The sooner people are involved in the plan, the more they become involved. Those on board early are supportive and spread the word. This prevents rumors and the build-up of resistance.

Trust
Credibility of management, based on past experience plays a key role. Where trust is lacking, problems multiply. The best remedy is honest information and better communication. These are stepping stones to future trust.

Contingencies
In spite of the best efforts, some resistance may remain. It's far better to anticipate objections than to spend your time putting out fires, and knowing how to overcome resistance to change is a vital part of any change management plan.

Execution
Once everything is prepared and in place, execution should be fast. A D-day must be set to introduce the new organization. Postponement is not recommended, even if there is a last-minute problem.

Over 100 years ago, Benjamin Disraeli, former British Prime Minister, said: “Change is inevitable. In a progressive country change is constant.” The same can be said for business.

Organizational change must be well thought out beforehand. Success depends on communication, motivation, education, and involvement.

Lean Quote: A Leader Can be a Boss But Not Every Boss Is a Leader

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"When you’re a manager, you work for your company. When you’re a leader, your company works for you." — Stan Slap

While a leader can be a boss, not every boss is a leader. The distinction between being a boss and being a leader may seem small, but it means the world to the people who work for you.

Here are some differences that clearly defines what it means to be a leader versus a boss:

A leader coaches employees, depends on goodwill, generates enthusiasm, says “we”, fixes the breakdown, shows how it is done, develops people, gives credit, asks questions, and says “let’s go”.

A boss drives employees, depends on authority, inspires fear (the beatings will continue until morale improves…), says “I”, places blame for any breakdown, knows how it is done, uses people, takes credit, commands and says “go”.

The definition of leadership is “a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.” That is why it is my belief that if you are a good leader for your organization, then you really don’t need to worry about being The Boss. You will gain more influence and have more positive impact on your organization if your team feels valued and respected and has an understanding of where you expect them to be headed.

During your life, you will face two kinds of managers: leaders and bosses. It does not matter how high the position of these individuals; bossy people are more likely to fail while those who lead will succeed.

The Leadership Code: Five Rules of Leadership

Leaders create a credible and hopeful image of a future for everyone who needs to invest. The also connect the future to the present by turning aspirations into action. Effective leaders gauge when their focus needs to be on architecting the organization and its capabilities, and when it needs to shift to individuals and their abilities.

If you want the basics on leadership, The Leadership Code: Five Rules To Lead By; By Dave Ulrich, Norm Smallwood, Kate Sweetman; is the book for you. Drawing on decades of research, Ulrich and his team set out to crack the code on leadership. They interviewed thought leaders in the field of leadership and discovered five essentials of leadership that were repeated again and again.

Here are their five rules of leadership:

1. Leaders Shape the Future
It is the leader’s job to be the strategist for their organization setting the direction for the future. A strategist answers the question, “Where are we going” providing both the compelling vision for that future but also the practical and pragmatic way to reach that desired future.

2. Leaders Make Things Happen

A leader must also be an executor answering the question, “How will we make sure we get to where we are going?” Executors translate strategy into action understanding how to make change happen, assign accountability, delegate, and make sure teams work together. They know how to put systems and disciplines in place to get things done.

3. Leaders Engage Today’s Talent
A leader is a “talent manager” identifying, building, and engaging talent to get results now. They draw talent to their organizations, develop people, engage them, and ensure that employees want to do their best. Great leaders inspire an intense loyalty from their team both personally and professionally. They support and inspire people to grow and develop for the good of the organization.

4. Leaders Build the Next Generation

Leaders are passionate and intentional people developers. They can answer this question, “Who stays and sustains the organization for the next generation?” Ulrich and team call this Human Capital Developers. Great leaders ensure that their organization will outlive any single individual, including themselves. They are intentionally looking at long term competencies required for future strategic success. They want future leaders to be successful.

5. Leaders Invest in Themselves

Personal proficiency is at the heart of the leadership code. Effective leaders inspire loyalty in others because they act with integrity and trust. They are aggressive learners seeking to excel in leadership and strengthen those areas where they may be weaker.

This book serves as a guidebook to help readers be better leaders themselves and simultaneously help them build better leadership in their organizations. This is one of the best leadership books I have read.  The book is well-written, engaging and pragmatic. If you love to study and learn and challenge yourself, this book is a must-read.

Lean Quote: A Bias For Action

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Have a bias toward action—let’s see something happen now. You can break that big plan into small steps and take the first step right away." — Indira Gandhi, Former Prime Minister of India

The phrase “bias for action” adapted from India’s former prime minister has become a mantra for many entrepreneurs and activists. It’s a reminder that it’s not the big idea, but the daily grind toward that idea that counts. Woody Allen said it this way, “Eighty percent of success is just showing up.” And Thomas Edison: “Genius is 99 percent perspiration, one percent inspiration.”

When you look at the life of anyone who’s accomplished anything important, that’s what you’ll find. Successful innovation is less about having ideas than about doing stuff, making it happen, showing up every day, plugging away.

That’s not the part you hear or read about or see in the biopic. But it’s what makes the biggest difference. What step will I check off by Friday? What will I have shipped (in Seth Godin’s words) by the 15th? If I’m not shipping something, I’m just thinking about it.

Says Scott Belsky in Making Ideas Happen:

A relentless bias for action pushes ideas forward. Most ideas come and go while the matter of follow-up is left to chance. Next steps are often lost amidst a mishmash of notes and sketches, and typical creative tools like plain blank notebooks only contribute to the problem. For each idea, you must capture and highlight your “Action Steps.”

Lean Tips Edition #123 (1846 - 1860)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #1846 – Get Proactive.

Being proactive means taking charge and working preventatively. This means you figure out what steps you need to take before something happens. Being reactive means you wait until something has happened and then you take action. Being proactive means you look for opportunity. Challenge your employees to take initiative and seek out solutions, new ideas, or cost savings. As a group, come up with creative solutions to the new challenges created by change.

Lean Tip #1847 – Be Part of the Change.

Adopt an attitude of anticipation and excitement. See change as an opportunity. Get involved in new committees and work teams. Be an influencer and driver of change. That way you will feel empowered and less fearful. See the positive the way forward.

Lean Tip #1848 – Help Employees Manage Fear.

Understand that some people do not like change, especially when it is not of their choosing. For people who may be experiencing a mental health issue, this can include severe worry or fear about their future. Discuss these fears and offer realistic reassurance to the employee. Consider approaches that could address these fears such as a temporary reduction in expectations, or additional skills training.

Lean Tip #1849 – Be Transparent About Business Challenges

Be transparent about potential challenges that may be experienced as a result of the changes and jointly look for solutions to address them. Do not pretend the challenges do not exist nor try to minimize them. By stating the challenges and concerns before the employees do, you are helping to show you understand their reality and are working to make it as positive as possible.

Lean Tip #1850 – Keep a Positive Attitude.

Your attitude as a manager or supervisor will be a major factor in determining what type of climate is exhibited by your employees. Your attitude is the one thing that keeps you in control. Change can be stressful and confusing. Try to remain upbeat, positive, and enthusiastic. Foster motivation in others. During times of transition and change, try to compensate your employees for their extra effort. Write a brief note of encouragement; leave an affirming message on their voice mail; take them aside and tell them what a great job they are doing; listen to their comments and suggestions. Last, try to instill organizational change as a personal challenge that everyone can meet…with success!

Lean Tip #1851 - Reward Excellent Teamwork

One of the best ways to build camaraderie in the workplace is to give formal recognition for employee achievements. One of the best things to praise your employees for is excellent teamwork.

If an individual goes above and beyond their role to help the organization as a whole, ensure that they feel appreciated for their efforts. Also remember to appreciate employees who go out of their way to help others in need, even if this doesn’t correlate with business goals.

Showing gratitude for altruistic behavior is an excellent way to create an awesome, friendly culture. When you have a workplace where people are rewarded for helping one another, teamwork will naturally improve.

Recognition can come in the form of kind words from a direct manager, or perhaps a photo in the company’s internal newsletter with a description of the achievement.

Lean Tip #1852 - Don’t Micro-manage

If you treat your employees like children who can’t be expected to work like unsupervised adults, don’t expect them to work together like an effective team! In order for teamwork to flourish, respect is required.

It’s important to specify goals, set deadlines and give employees all the tools they need to perform to the best of their abilities, but when you micro manage, employees will be less inclined to work effectively and more inclined to do what’s required to please their direct manager.

Even if an employee is fully committed to the organization, they will never perform to the best of their abilities if they have someone breathing down their neck.

As an alternative to micromanaging, build a culture of trust, respect and honesty. If you create a wonderful culture, teamwork will naturally flourish.

Lean Tip #1853 - Facilitate Idea Sharing

Set up either physical or virtual work spaces to enable team members to get together to brainstorm, share ideas, or discuss progress on projects. An open-work environment is not always appropriate for team discussions, so you might need outdoor or remote spaces in the workplace to facilitate team meetings.

Lean Tip #1854 - Welcome Questions, Suggestions, and Comments

Encourage everyone on the team to put forward their ideas, suggestions, and feedback regarding the project to identify and correct issues and increase the effectiveness of the team in a timely manner. Remember that all great ideas and improvements come up through questions or by looking at a situation from a different perspective, so encourage all types of input from each team member.

Lean Tip #1855 - Provide Learning Opportunities

By offering training or providing learning opportunities on an ongoing basis, you can strengthen team members’ skills and capabilities for consistent growth and development. Also, you can assign mentors or hire an external professional coach to develop specific skills and competencies within the team as well as individuals.  By investing in their learning opportunities, you’ll also be grooming future leaders. These learning opportunities can come in the form of furthering their education.

Lean Tip #1856 - Think “Bottom Up”, Not “Top Down”

You don’t build a house starting from the roof and working downwards, do you? Well, the same goes for companies. After all, your people are the bedrock on which you are founded, and if you don’t know what it’s thinking, you’ll soon run into trouble. The more your team are asked their opinions, the more they will feel empowered, trusted and respected – and the more engaged they’ll be.

Lean Tip #1857 – Show Employees You Listen to Them

If a clear issue has been identified, then it should be acted upon. More importantly, it should be visibly addressed, particularly if you have discussed it with them. Knowing that one’s opinions are not only listened to but also contribute to change is another way to increase engagement. Use your internal notice boards to demonstrate what you’ve done in response to what your employees have said.

Lean Tip #1858 - Share Good Practices and Ideas Between Teams

There’s nothing better than seeing your ideas and work practices being praised, so ensure that your employees have the opportunity to share and display their very best work. Peer-to-peer learning is a great way to foster engagement and create or strengthen links between your employees.

Lean Tip #1859 – Earn Trust Every Day.

Trust provides the essential foundation for your effectiveness as a manager, whether we’re talking about engagement, innovation, or high performance. To build it, you need to reveal who you are as a person. Your title and accomplishments aren’t enough to build better team engagement.

Lean Tip #1860 - Stress Employee Ownership.

You can’t create an engaged team if your employees don’t have clear visions of personal success. Make sure they know that you’re available to provide guidance, remove barriers, and help them find fulfilling work. However, they are ultimately the ones responsible for their success.

Guest Post: 11 Ways to Improve Your Problem-Solving Skills

One of the most important and relevant skills one can possess is problem-solving. With the job market developing at such a fast pace, individuals must show their best qualities when applying for new positions. Problem-solving is an essential feature to have, since it shows wittiness, quickness, and cleverness.

But it’s not only about “what’s being displayed”– problem-solving is an important quality to have for many other reasons. Making smart life decisions will put you on the right track, structuring your thoughts will help you organize, and looking for different solutions will open your eyes to the wideness of the world.

We put up a list of tips on how to improve your problem-solving skills. Take a look, and give it a try!

Find the Right Definition

First, take time to define the problem. Ask yourself:

·       What is the real problem here?

·       Why am I referring to it as a problem?

·       Are there any erroneous assumptions that I could be making?

·       Is the problem commonly perceived, or am I the only one bothered by it?

·       Do I have to solve it immediately? If so, how?

Find the Cause, Not the Symptom

Now, find the cause of the problem, the “root of all evils.” Don’t be too concerned about the symptoms. Analyze the problem thoroughly, and be opened to new perspectives. Always ask yourself “why.”

For example, “Mediating the conflict between two of my co-workers is important.” Why? “Because conflicts within the workplace are not healthy for anybody in the firm.” Why? “Because it brings in tension, and makes us lose productivity.” Why is that bad? And keep going! Understanding the cause of the problem is critical.

Come Up with Ideas

Brainstorm ideas. Don’t choose the first solution the comes into your mind.  What if you could find a better one? Take time to consider everything carefully.

·       Be creative when brainstorming.

·       Think outside the box, go deeper than the surface!

·       Keep your decision-making process rational.

·       Remember that there’s always a way out. You just have to find it.

Know Your Limits

Know when to solve a problem, and when to let go of it. Know when to speak up, and when to stay quiet. Sometimes, even if a problem seems crucial to us, it might be trivial to others. Before categorizing something as a “problem,” come up with specific reasons and arguments to support your claim.

Gather Evidence

After you identify a problem, and find the cause of it, gather evidence and information. They will help you find the right solutions. Try to keep emotions out of it. Compare the solutions you found with your former outcomes, and choose an approach.

Make the Decision

Don’t waste too much time after finding the solution. The faster, the better. Avoid procrastination, act on the problem immediately after figuring out the response. If you are lost in the process, always remember why you started in the first place. That leads us to the next point.

Keep Yourself Accountable

Set deadlines and goals! Keep yourself accountable, and constantly remember yourself why you are doing this.

·       Why are you interested in solving the problem?

·       What will you get out of it?

·       How is that important in your life?

·       Why did you choose that specific goal?

·       How quickly do you plan on solving it and why?

Redefine Problem

There will be times when you’ll find no answers to the questions, and no solutions to the problems. Don’t freak out! We’ve all been through that. It’s part of the process too. Reanalyze your definition, and give it another try.

Write and Meditate

Composure is essential when presented with any problem. Instead of panicking and asking yourself “Am I ever going to get out of this?”, reflect on the issue and understand it thoroughly. Sometimes, we are distracted by the importance of the problem, so we fail to notice that the solution lays in front of our eyes. A good way of “letting your mind breathe” is through writing and meditating. Take at least 5 minutes per day to do it.

One of the coping mechanism that can be used is meditation. Making life-changing decisions and finding solutions brings in lots of tension. Meditation relieves so much of the pressure, and makes you think straight again.

Stay Healthy

You won’t be able to think properly unless you are healthy,both mentally and physically. Therefore:

·       Sleep well. Even one night of sleep loss can affect your productivity level.

·       Eat well. Give up on fast-foods! Eat clean. Avoid fats, sugars, and meat.

Get Rid of Emotions

Before solving a problem, it is essential to get rid of all personal emotions. Distance yourself from the matter, and look at things as objectively as you can.

·       Accept your past failures, don’t be concerned about making mistakes.

·       Don’t sugarcoat your desires. If you want something out of a specific situation, admit it.

·       Be honest with yourself. Know what you want, and what your fear. Confront your anxieties.

Conclusion

Solving problems is crucial. Make sure you go through all the above processes before making the right decision. Don’t dive into the issue unless you’ve spent some time reflecting on it. Be sure you identify the problem accurately, and always consider relevant external opinions.  

About the Author: Chris Richardson is a journalist, editor at EssayGeeks.co.uk. He loves to write, learn new things, and meet new outgoing people. Chris is also fond of traveling, sports, and playing the guitar. Follow him on Google+.

Lean Quote: Communication and Continuous Improvement

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Regardless of the changes in technology, the market for well-crafted messages will always have an audience." — Steve Burnett, The Burnett Group

Continuous improvement means exactly what it says: It’s a nonstop effort to provide better products and services at lower costs. It’s the only way to maintain a competitive edge over companies that are out to grab your customers for themselves.

There are two reasons why good communication has to be at the heart of any continuous improvement process.

To do their jobs well, people must know what’s expected of them. It’s up to their manager to make those expectations clear.

This next reason is not so obvious and is related to the continuous aspect of continuous improvement:

It’s easier to get people to improve their work for short while than to get them to sustain that improvement over long periods. To do that, you have to keep reminding them of why they should use new methods, since they are often less convenient than older methods.

But those reminders become ineffective if people have to repeat them again and again. To avoid boring your audience, you continually have to find new way to get your “old” message across.

The key to keeping your communication improvement program alive is to keep workers focused on the right methods, and on the reasons for using them. Otherwise, they inevitably will regard the program as just another management fad: something we talk about today, and then forget about tomorrow.