Leadership from the Field - 
Leadership: Change is a Pain
 
Leaders' Newsletter October 2015
Welcome to this month's issue of "Leading from the Field."
Hi Greetings!,

Welcome to the October 2015 issue of "Leading from the Field." Depending on who you believe, the September 27th super blood moon was either a sign of the impending apocalypse, the time to embrace a new way of being, simply a natural event, all three, or none of the above. This great shot of Sunday night's blood moon was captured by friend and former Kansas neighbor, Carl Sklenicka. Enjoy!

 
In this issue:
  • Leadership from the Field - Leadership: Making Change Less of a Pain!
  •  What I am Reading: Attracting Perfect Customers: The Power of Strategic Synchronicity by Stacey Hall and Jan Brogniez
  • Solutions for Your Most Challenging Issues @jeanannlarson.org
  • Jean Ann Larson's Author Page 
Also, please check out my website and browse through my blog posts, and leave your comments and replies! 
 www.jalarson.net

Thank you,
Dr. Jean Ann Larson
Managing Partner
Jean Ann Larson & Associates
800-823-4330

Leadership from the field 

 Leadership: Making Change Less of a Pain!
 
Per John Kenneth Galbraith: "In the choice between changing one's mind and proving there's no need to do so, most people get busy on the proof."

As leaders who bring new ideas and ways of thinking to your businesses and organizations, you're at the very pointy end of the spear of change. 

You embrace the change. You immediately see the value and want to push it through. What is the matter with everyone else?  Why is it so darned painful to get our teams to accept change?  Especially when the change includes a great new vision for the future with improvements planned to make our jobs easier?

The quick, flippant answer is it is because organizations are comprised of people. And people generally do not like change.  Remember that most people are doing the best that they can and they've been doing their work long before you appeared on the scene or became their leader. They may not initially accept that the vision and plans that you're offering will make their work easier or better. 

So what are three things to keep in mind when helping people adapt to change?

 

1.     Don't assume that all you have to do is tell someone the benefits of a change and that they'll happily jump on board.  Most people are quite reasonable and rational, but they need time to understand and assess the situation before buying into a new way of doing things.  You must make them aware of the need for the change and provide lots of information. However that is not enough.  You must also give them time to process the changes, try out the new concepts and build their confidence.  Remember that all change, good or bad impacts our feelings of:

  • Competence
  • Confidence
  • Comfort and
  • Control

2.     Spend time building a relationship with those being impacted by change.  Though you may feel that you don't have time for this, you can always make time to listen to their concerns.  The old adage says, "No one cares about what you know until they know you care."  Though you may have heard their concerns a thousand times, listen to them again.  Assure the team that you will be with them all the way.  And then; actually be there. Once you get a reputation for being there during the tough days and helping folks through the worst parts of a new initiative, their trust in you will grow and future change will seem a breeze. 

 

3.     As opposed to being a "know-it-all expert" with all the answers, be willing to be a bit vulnerable with your team. Show real interest in their perspectives and note the pride that they take in their work and the service they provide to the customers.  Don't be afraid to tell them that you can't be successful without their help.  (After all, it is not a secret. They already know this.)

As you can see, how you handle and approach change, impacts your ability to help your team accept the changes required for any new change initiative to be successful. It may appear to be a long painful process, but remember that sometimes you have to slow down to go fast.

We would love to hear your comments. Contact us today!
 
Jean Ann Larson & Associates
800-823-4330
Email ~ Website
 
Let no one be deluded that a knowledge of the path can substitute for putting one foot in front of the other. 
- M. C. Richards

What I Am Reading 

Attracting Perfect Customers: The Power of Strategic Synchronicity 
by Stacey Hall and Jan Brogniez

Attracting Perfect Customers leads readers through a transformation as they learn that it is no longer productive or profitable to conduct business using warlike marketing techniques such as "targeting" customers and "outmaneuvering" the competition. In fact, these techniques seem both outdated and labor-intensive when compared to the Strategic Synchronicity process, which requires just five minutes of planning each day.

Strategic Synchronicity is based on nine principles that are not new but are often neglected in today's business world. Among them are the ideas that businesses don't need to search for customers if they are "on purpose"; that collaboration, not competition, is required; and that businesses create their own "clients from hell".  [Thanks to Amazon for these first two paragraphs.]

A colleague and friend recommended this book to me to help me clarify customers and new markets I plan to target.  It turns traditional business planning on its head and  this has been a good thing for my consultancy practice.  But, what if you are not a business owner, you might say?  These same principles apply if you're trying to find the perfect job, the perfect boss or the perfect employee. The approach the book takes is a strengths-based approach that makes it fun to figure out where you need to focus (even for easily distracted people like yours truly.)
 
The book offers a great metaphor about focus.  The authors say that when we are focused on the perfect client, the perfect boss, the perfect job, etc, we are like a light house on the shore attracting the right kind of clients and opportunities.  If we are not focused, we become like the light house that runs up and down the shore waving its arms trying to attract all ships/clients/people, etc, whether they are right or wrong for us or not.  Even worse, we may be running up and down the wrong beach!

The book is an easy read with quick, fun exercises that make the concepts easy to apply to your situation.  And what's uncanny, is that it works!

 We would love to hear your comments. Please email us at jeanann@jalarson.net.
Solutions for your Most Challenging Issues
  • Need leadership development? Jean Ann Larson & Associates provide executive team development, executive coaching and leadership retreats.  Click here 
  • Want to maximize your team's results and enhance business strategy? Let Jean Ann and her team do an organizational audit and business process review to align you, your work teams and employees for maximum engagement.  Click here
  • Want to deal more effectively with your major change initiatives? Let us work with your team on a change readiness assessment refresh and boot camp to improve your effectiveness at leading change Click here
  • Want a road map and proven method to truly transforming your organization's people, processes, methods and mindsets? Hire Jean Ann Larson & Associates for an Organizational Reengineering Engagement. Click here
  • Need an inspiring keynote for a corporate event or professional association? Jean Ann Larson is an acclaimed keynote speaker and facilitator.  She also does customized programs and workshops for high potential leaders and other key people in your organization. 
 We would love to hear your comments. Please email us at jeanann@jalarson.net.
Change is inevitable. Growth is intentional. - Colin Wilson.
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It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. 
-  Charles Darwin
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Jean Ann

 

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