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Big Dog's Leadership Page - Change
by Donald Clark, copyright 1997
Managers are people who do things right, while leaders are people
who do the right thing. - Warren Benniss, Ph.D. "On Becoming a Leader"
Why Change?
Today's business world is highly competitive. The way to survive is to
reshape to the needs of a rapidly changing world. Resistance to change
is a dead-end street...for you and the organization. Customers are not
only demanding excellent service, they are also demanding more. If you
do not supply it, your competitors will. Organizations are reshaping themselves
to change quickly in order to meet the needs of their customers. The organization's
top leaders know they cannot throw money at every problem, they need highly
committed and flexible workers. As a leader, you need to emphasize action
to make the change as quickly and smoothly as possible. Resistance is futile,
as the Borg from Star Trek like to put it.
The Japanese have a term called "kaizen" which means continual improvement.
This is a never ending quest to do better. And you do better by changing.
Standing still allows you competitors to get ahead of you.
Organizations go through four main changes throughout their growth:
-
Formative Period This is when a new organization is just getting
started. Although there is a founding vision - why the organization was
started, there are no formal definitions. This is just as well because
there are a lot of experimentation and innovation taking place. These changes
of creativity and discovery are needed to overcome obstacles and accomplish
breakthroughs.
-
Rapid Growth Period Direction and coordination are added to the
organization to sustain growth and solidify gains. Change is focused on
defining the purpose of the organization and on the mainstream business.
-
Mature Period The growth now levels off to the overall pace of the
economy. Changes are needed to maintain established markets and assuring
maximum gains are achieved.
-
Declining Period This is the rough ride. For many organizations
it means down-sizing and reorganization. Changes must include tough objectives
and compassionate implementation. The goal is to get out of the old and
into something new. Success in this period means that the four periods
start over again.
For some organizations the four periods of growth come and go very rapidly,
for others, it may take decades. Failure to follow-through with the needed
changes in any of the four growth periods means the death of the organization.
Change Acceptance
Throughout these periods of changes (which is just about all the time for
good organizations) leaders must concentrate on having their people go
from change avoidance to change acceptance. There are five steps accompanying
change:
(1)
-
Denial - cannot foresee any major changes
-
Anger - at others for what they're putting you through
-
Bargaining - work out solutions, keep everyone happy
-
Depression - is it worth it? doubt, need support
-
Acceptance - the reality
This is why many worker's first reaction to change is to resist it. People
get comfortable performing tasks a certain way. This comfort provides them
with the security that they are the masters of their environment. They
fear that change could disrupt their lives by making them look like a fool
by not being able to adapt and learn, make their jobs harder, loose a sense
of control, etc.
Leaders can help the change process by changing their attitude from
avoidance into acceptance. This is accomplished by changing their avoidance
questions and statements into acceptance questions:
-
From Why? to What new opportunities will this provide? When
they ask "why," focus on the benefits that the change will provide them
and the organization. Do NOT feel uncomfortable if you are feeling hesitation
about the change too...you are also human. By spelling out the benefits,
you will not only comfort them, but help to convince yourself too.
-
From How will this affect me? to What problems will this solve?
Anything that prevents something from being better is a problem. Let
them know what the problem is and how they will be part of the solution.
-
From We do not do it this way. to What would it look like? One
of their first reactions is that it has never been done this way or it
cannot be done this way...show them, provide plenty of explanations and
compassion, and get your team to ask and answer questions.
-
From When will this change be over so we can get back to work? to
What can I do to help? Get them involved in implementing the change.
Help them to become part of it.
-
From Who is doing this to us? to Who can help us? Focus on
the challenges that must be overcome. Ensure that you enlist help from
other departments and colleagues.
Leading the Change
Martin Luther King did not say, "I have a very good plan," he shouted,
"I have a dream!" You must provide passion and a strong sense of purpose
of the change.
(2) Feelings
are contagious. When someone around you is feeling blue, it brings you
down somewhat. Likewise, when someone is passionate about something, it
inspires you. Build the change so that others want to be part of it. When
you give them part of it, also give them the authority and control to act
upon it. Share the power so that they do not feel powerless. You want them
to feel useful and enthusiastic. Make them feel needed, that the change
could not happen without them!
References
1. Conner, Daryl. Managing at the Speed of Change
"Resistance to Change Model." New York: Random House. He based his
model on Death and Dying by Dr. Elisabeth Kubler-Ross.
Return
2. Pritchett, Price. Firing Up Commitment During Organizational
Change. Dallas, Texas: Pritchett & Associates.
Return
Notes
Created May 11, 1997. Last update - November 22, 1997.
Return to Big Dog's Leadership Page
Donald R. Clark
donclark@nwlink.com
