Work Babble

Seven Change Mastery Shifts

From Kevin Cashman's book "Leadership From The Inside Out"

With the non-stop rapid change we are all experiencing, here are 7 tips to help us navigate the turbulent waters.


Change Mastery Shift #1: From Problem Focus to Opportunity Focus.
Effective leaders tend to perceive and to take advantage of the opportunities inherent in change.

Change Mastery Shift #2: From Short-Term Focus to Long-Term Focus.
Effective leaders don’t lose sight of their long-term vision in the midst of  the chaos of change.

Change Mastery Shift #3: From Circumstance Focus to Purpose Focus.
Effective leaders maintain a clear sense of purpose during turbulent times. Value and meaning rise above immediate circumstances.

Change Mastery Shift #4: From Control Focus to Agility Focus.
Effective leaders understand that control is a management principle that yields a certain degree of results.  However, agility, flexibility and innovation are leadership principles that sustain results over the long haul.

Change Mastery Shift #5: From Self-Focus to Service.
Effective leaders buffer their teams and organizations from the stress of change by managing, neutralizing, and/or transcending their own stress.

Change Mastery Shift #6: From Expertise Focus to Listening Focus.
Effective leaders stay open and practice authentic listening to stay connected with others and to consider multiple, innovative solutions.

Change Mastery Shift #7: From Doubt Focus to Trust Focus.
Effective leaders are more secure in themselves. They possess a sense that they can handle whatever may come their way. Their self-awareness and self-trust are bigger than the circumstances of change.

About Glowan

The Glowan Consulting Group was formed in 1993 on the premise that individuals and organizations needed more than just pre-designed, prescripted "training" to meet their human development goals. Organizations and our societies are changing at a rate never seen before in our experience and we need tools, techniques and support systems to meet those new challenges. Glowan has been meeting those needs via our broad and deep offerings of Leadership and Management Development Services and Products. Visit http://www.glowan.com for more information.

Don't "Carry" Marginal Employees

Effective leaders avoid "marginal" performers by coaching them to standards or counseling them out of the business.

Research validates that over 80% of managerial time, energy and effort goes into "marginal" employees.  By "marginal", we mean that the individuals have some skills, tend to get along well with others but almost always seem to come up short on the results required of the job.

They seem to have their own personal black cloud that follows them around.  They have every excuse know to human kind for their lack of performance.  The car broke, the cat died, they have this illness or that, they have a sick relative, they are thrown off by sunspots and on and on and on.

Marginal people have another common trait.  They are usually really nice people and because they are, they hook us right in our hearts.  We feel sorry for them, we want them to succeed and often we take them on as our own personal project.  I'm going to make old what's his name successful if it kills me ---- and it will.

For whatever reasons, these people are takers -- not givers.  They will drain you dry as managers and leaders and attach themselves to the next person who comes along. It is the way they survive.

Your responsibility as a leader is to meet or exceed the business goals of the enterprise by developing the people to their highest level.  The difficulty resides in recognizing when their level is just not high enough for the organization.

If you continue to invest in people who either will not or cannot give you a reasonable return on your investment, you are making a bad business decision.

Remember that all of the time you are spending with "marginal" employees is time not spent with your top performers and they resent it -- deeply.  They ask themselves and others "why does the boss spend so much time with what's his name. " I follow the rules, have a good attitude and make my numbers but I never seem to get recognized for it".

Your leverage and your business success rest with your best people. 


What kind of leadership are you exhibiting?

Where are you spending the majority of you time?

Are you getting the appropriate return on investment?

About Glowan

The Glowan Consulting Group was formed in 1993 on the premise that individuals and organizations needed more than just pre-designed, prescripted "training" to meet their human development goals. Organizations and our societies are changing at a rate never seen before in our experience and we need tools, techniques and support systems to meet those new challenges. Glowan has been meeting those needs via our broad and deep offerings of Leadership and Management Development Services and Products. Visit http://www.glowan.com for more information.

We Know About Leaders -- What About Followers?

Do you allow followers to manage themselves well?

Do senior team members help each other to be more effective leaders? 

Does your organization have collaborative leadership relationships?

Do individual contributors in your organization take risks by speaking openly and candidly to leaders?

Do people in your organization feel safe to speak the truth?

When there is mutual trust and respect, individual contributors are free to interact openly and candidly with leaders. Regardless of position or title, sometimes people are leaders and sometimes they are followers.

Have you created an emotionally and socially intelligent workplace where leaders and followers are energized by developing trusting leader-follower relationships?

Below are four qualities that must exist in order to answer YES to the questions above.

Followers Must:

Lead themselves well.  The key to being effective as a follower is that followers must see themselves as equals to the leaders they follow.  They must be able, intellectually and emotionally, to function as a colleague.

Be committed to a higher purpose. Followers must work towards the purpose of the organization, and to certain principles and values outside of themselves.  If there is not an alignment of values, they may withdraw or leave entirely.

Build their strengths.  Followers must have high standards of performance and be continually learning and updating their skills and abilities.

Take risks.  Followers are credible, honest and have the courage to speak up. They share credit with colleagues and also admit mistakes. They are willing to take risks and keep leaders informed.

In today's flatter, more agile organizations, both leaders and followers must be able to work side by side as colleagues to be successful. 

Is this possible in your organization or are you stuck in an old hierarchical model?

About Glowan

The Glowan Consulting Group was formed in 1993 on the premise that individuals and organizations needed more than just pre-designed, prescripted "training" to meet their human development goals. Organizations and our societies are changing at a rate never seen before in our experience and we need tools, techniques and support systems to meet those new challenges. Glowan has been meeting those needs via our broad and deep offerings of Leadership and Management Development Services and Products. Visit http://www.glowan.com for more information.

Tips on Managing Self-Doubt and Work

In these unsettled economic times where thousands of people have lost their jobs and many thousands more fear they may suffer the same fate, it is a natural reaction to have self-doubts.  There is a visible reality to the economic recession and denying that would not be productive. However, giving voice to these doubts can be counterproductive.

We've all heard the expression that "We create our own reality".  That may well be truer than we think.  I’m sure if we wanted to, we could think of a million reasons why we can’t do something (aka excuses). 

Here’s some if you’re running low on self-confidence these days.

 

•    I’m too old

•    I’m not old enough

•    I don’t have enough money

•    I don’t have enough time

•    I’m not attractive enough

•    I don’t have enough discipline

•    I’m not strong enough

•    I’m not smart enough

•    I don’t have the energy for that

•    I don’t know enough about that

•    I’m not blessed with natural talent

•    I don’t have enough power for that

•    I’m not confident enough

 

Those are just a few of the things that we allow to go on inside our heads. So before we create or help to create a negative situation for ourselves, why not try turning your thoughts around?

 

Consider the following as alternative thoughts to the ones shown above.

 

•    I have a great depth of experience

•    I have the energy and exuberance of youth

•    I can make all the money I need

•    I can use my available time to my advantage

•    I don't need to compare myself to others

•    I can -- I will  

•    I have all the strength I need

•    I'm just as smart as the next guy

•    I can focus my energy whenever I need to

•    I can learn just about anything

•    I can build strong skills in areas where I need them

•    All the power I need is inside me

•    I can do just about anything I have to do

 

Now, put yourself in any life situation and compare the two sets of statements.  How far do you think the first set of statements will take you?

 

What about the second set?

 

"If you must doubt something, doubt your limits".

 Price Pritchett

 

About Glowan

The Glowan Consulting Group was formed in 1993 on the premise that individuals and organizations needed more than just pre-designed, prescripted "training" to meet their human development goals. Organizations and our societies are changing at a rate never seen before in our experience and we need tools, techniques and support systems to meet those new challenges. Glowan has been meeting those needs via our broad and deep offerings of Leadership and Management Development Services and Products. Visit http://www.glowan.com for more information.

Running Effective Meetings

Leading groups when an extraordinary event instantly changes people's priorities can be a challenge.

We refer to a sudden, surprising point in time when a group's process is interrupted as a "Strategic Moment." As a leader or facilitator, you will often confront strategic moments when the group faces a choice about what to do next and how to do it. A strategic moment that impacts everyone, happens unexpectedly, and is outside the control of the group.  It intensifies emotions and refocuses a participant's attention. How you guide the group through a significant strategic moment can either undermine your success or enhance it.

At such times, you may find it helpful to use the following thought framework to calibrate your attitude, thinking, and behaviors in order to serve the group.

Collaborative Attitude

Start by checking your attitude. Do you genuinely believe that the group has what it takes to work through the strategic moment together? Or, do you believe that it's your job to refocus the group's attention? Collaboration (literally, "working together") depends upon an assumption that we operate better together than separately. You may need to let go of a natural tendency to direct the group and trust that a collaborative process will surface the group's wisdom and, ultimately, the best approach.

Strategic Thinking

A challenging situation calls for clear thinking. You can serve the group well by helping clarify both the current situation and what the group wants to get done. The current situation will include the process outlined in the original agenda and the thinking and feelings of the participants in reaction to the strategic moment. You will want to consider both the original desired outcome and the possibility of a revised desired outcome.

First, the group needs to externalize its reactions. Secondly, the group needs to build agreement on what it wants to accomplish. Finally, the group will be ready to entertain process suggestions for how to proceed.

Facilitative Behaviors

Signal your flexibility and receptiveness. Encourage and model careful listening to create a safe place for people to speak their minds and their hearts. The strategic moment may create uncertainty and anxiety for people. Ignored fear, sadness, and anger will quickly derail a meeting and could potentially damage relationships. Try expressing your own emotions and uncertainty to model the openness you hope others will demonstrate.

Shared Responsibility for Success

Alignment of a group's attitude, thinking, and behaviors creates shared responsibility for success. You'll know you've succeeded when the group is committed to the outcome of the session (results), values the way everyone agreed to work through the strategic moment (process), and senses a stronger connection with one another for having shared a significant experience together (relationship).

 

About Glowan

The Glowan Consulting Group was formed in 1993 on the premise that individuals and organizations needed more than just pre-designed, prescripted "training" to meet their human development goals. Organizations and our societies are changing at a rate never seen before in our experience and we need tools, techniques and support systems to meet those new challenges. Glowan has been meeting those needs via our broad and deep offerings of Leadership and Management Development Services and Products. Visit http://www.glowan.com for more information.