Engaging learners

Change again? Good grief!

/ Susan Hendrich / Leave a comment

How Change is Like Grief

People experience different emotions when faced with change. Change can be viewed as a grieving process of sorts. Elisabeth Kubler-Ross described five stages of grief in her seminal work, ‘On Death and Dying’ in 1969.

The five stages include:

  • Denial
  • Anger
  • Bargaining
  • Depression
  • Acceptance (+ Moving On)

Kubler-Ross described the experiences of terminally ill patients and the psychological stages they go through when coming to terms with their condition. Her work on grieving process can be adapted to help us understand that individuals go through these same stages when faced with any big change, including changes at work.

Different Faces – Different Paces

Different people move through the stages at different speeds, and there may be some overlap between the stages. It is important for leaders to recognize this individual process. A person’s history, the organization’s history, the type of change and the consequence of change also impact an individual’s response to change and movement through the stages.

How Can Leaders Help Throughout The Stages?

Shock / Denial

  • Start communicating that there is a change early on. This minimizes the ‘Shock/Denial’ phase, as people will have begun to see that there is a need for change, even if they are unaware of the form that it will take.
  • When the change initiative is announced, give reasons that reduce complacency and highlight a need for change. Communicate in a way that is clear and touches people emotionally, not just with loads of data. Fully communicate the end vision of the change and what your intentions are.
  • Don’t try too hard to sell people on the idea that things are better for them; they are not ready to hear this.

Anger

  • Practice patience and empathy, and don’t try to suppress conflict. Provide a verbal outlet for people to vent their upset feelings. When leaders provide opportunities for grievances and frustrations to be aired constructively, bitterness and frustration can be diminished.
  • Although people will be angry that doesn’t mean that what they say has no value, they may have legitimate concerns that could affect the success of the change initiative.
  • Remember that  most likely, people are not attacking you personally. Remain calm and patient.
  • Often leaders have been made aware of a change initiative long before their teams, so although they may be at later stages (eg, be at “Acceptance/Moving on” while general staff are still at “Shock/Denial”).  Exercise patience.

Bargaining

When people start trying to bargain, ask them to give the new dispensation a chance. A lot of bargaining is done while people are still angry. Once the anger dissipates, so does much of the bargaining.

Acceptance

  • Help people acknowledge that it is the end of an era, support them in their new roles and encourage them to take responsibility. Set goals with them of which they can take ownership.
  • Continue your role as a sounding board for complaints and questions. Ask ‘How do you feel about this?’ to understand individuals’ emotional state.
  • Begin to stress the benefits of the new situation and how it can work for the individual.
  • If new teams were formed, provide help with group dynamics. People are generally less concerned with the tasks they are given than how they fit into a new group.
  • Plan for some early successes for the change initiative and then communicate them loudly. Once people can see that it is working then they will be less skeptical and more positive about the change.
  • Make sure the necessary resources are available for them to succeed, be it equipment or training or just coaching and guidance.

Moving On

Empower individuals to take the ball and run with it. Let them find ways of using the new set up to create stretch goals and encourage them to push performance.

Let employees innovate and take risks within the new set-up. Let them not only see ways of making the new system work in their favor but put those into practice.

For the individuals who really are taking the ball and running with it, reward them and promote them. Use them to show others what is possible. Having a fellow colleague really driving performance forward using the changes is worth far more than managers telling people things are/will be better. Once people can see it working for a colleague they will be far more receptive to the change.

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Your turn:

What “stage” of change are you leading through right now?

The Audience Arc: A Balancing Act for Success

/ Susan Hendrich / Leave a comment

Master the balancing act of needs using the Audience Arc

In today’s dynamic business landscape, navigating an “audience arc” is crucial for driving high-impact initiatives. This arc applies to any scenario where you need to engage different levels of your organization. Regardless of your situation, there are three core entities to consider as your craft solutions for your customers:

  • The Enterprise: The overarching goals and vision of the organization.
  • The Team: The collective effort and expertise of your department or project group.
  • The Individuals: The unique perspectives and motivations of each person involved.

Now, here’s a powerful framework that can elevate your success:

The Balancing Act: Decisiveness with Context Meets Collaboration for Innovation

Part 1: Decisiveness/Smart Risk-Taking vs. Organizational Navigation/Collaboration

Effective leadership requires a delicate balance. On one hand, you need to be decisive and willing to take calculated risks. However, it’s equally important to navigate the organizational landscape effectively. Collaborative decision-making that considers various viewpoints can lead to stronger results and increased buy-in.

Part 2: Honoring the Past While Embracing the Future

Balancing Tradition with Innovation:

  • Past: Respect What’s Been Done Before: Building on past successes and learning from previous experiences is crucial. Ask yourself, “Has someone already tackled this challenge? Can we leverage their efforts?”
  • Future: Embrace Innovation and Learning: Don’t be afraid to break new ground and experiment. Every situation presents opportunities to learn and push the boundaries.

Conclusion: Mastering the Audience Arc

By understanding the audience arc, consistently creating delicate balance between decisiveness and collaboration, tradition and innovation, you can navigate your way to success in any situation. Winning strategies require considering all three entities – the enterprise, the team, and the individuals. Remember, it’s all about finding the sweet spot between calculated risks and well-coordinated execution. So go forth, analyze, diagnose, plan, and lead your team to high-impact success!

The 3Gs of Mentor Matchup: Goals, Gaps, Gifts

/ Susan Hendrich / 1 Comment
Goals, Gaps, and Gifts: Mentor / Mentee Matchup Magic

An ideal mentor/mentee matchup blends three key elements: Goals, Gaps, and Gifts.

GOALS: Mentor and mentee should have compatible goals and aspirations. For example, if your goal is to become a director, choose a mentor with experience as a director or other leadership role. If you aim to build confidence in delivering presentations, find a mentor who dazzles you when they are on the stage.

GAPS: A good mentor can fill in the gaps in the mentee’s knowledge and experience. For example, if you are new to the industry, choose a mentor who can teach you about the industry and help you develop skills.

GIFTS: Mentor and mentee should have complementary gifts and talents. For example, if you are a creative thinker, choose a mentor who is good at strategic planning and execution. Having complementary skills allows the mentee to see a different way of approaching novel situations.

Think about your own experience as a mentor or mentee. How did your goals, gaps, and gifts intersect?

Want more information? Check out the LinkedIn discussion, “How can you ensure that mentors and mentees are a good match?”

Carpe Momentum: Two tips to accelerate success

/ Susan Hendrich / 2 Comments

“I could be so successful, if only I had more time…”

Have you ever started the sentence, “If only I had more time…” then finished that sentence with realization that you would fill that extra time with more hassled, stressful tasks that would leave you even more exhausted than you already are?

Time, precious time

Author Harvey Mackay says that time is the one commodity that we can’t reproduce, alter, capture or revisit. We each have the same quantity of time on a given day, day after day. How we use that time makes all the difference.

Think about the Food Network television show, “Chopped,” where several chefs open a mystery box with a tiny window of time and a mission to create fabulous food fare. Invariably, one contestant groans as the clock runs out and Chef Ted shouts, “Time’s up!”  The contestant stares at the unfinished dish below and states as if it’s the first time this has ever happened, “I ran out of time” as their reason for not including all of the required ingredients on their plate, or for not cooking their dish to the judges’ satisfaction. Each chef had the same ingredients, the same cookingtimesup station, the same pantry, and the same amount of time. Why were the other chefs able to finish on time with the intended delicious outcome, while Joe/Jane Too-Late is standing with a raw slab of pork on the station?

So how to make the most of this precious, limited resource? How do super-successful time managers seem to breeze through tasks and still have time to show up at the kids’ soccer games or catch a concert in the park?  Continue reading →

The Spaces Between: Taking time for your personal development

/ Susan Hendrich / 2 Comments

What if you spent 30 minutes on your personal development every day? Reading. Blogging. Journaling. Drawing. Imagining. Networking. Planning your future. A half hour. Every. Single. Day.

A friend recently told me that in a “How to Improve Your LinkedIn Profile” seminar, she learned that we should spend a certain amount of time each day focused on our personal and professional development. Each day? Wow, that sounded like a lot. I mean seriously, how many meaningful moments do you average each day, working on developing your strengths? Or your resume? Or your network?  Pffft, my answer to the question wasn’t all that great, so I decided to try out the concept.

sharedspacephoto

For one month, I’ve spent 30 minutes each day with focused attention on my personal development. Reading, writing, sharing, listening, and absorbing myself in energy focused on my growth as a professional and as a person. The results are predictably exciting and positive, but not for the reasons I’d expected.

Of course I learned a lot through tuning in to authors and speakers and mentors and idea-makers. But it wasn’t those active learning moments that made the biggest difference. It was the spaces bewteen that yielded a refreshing and unexpected rush of creativity, clarity and focus.

I believe that investing in your personal and professional growth is an iterative process best achieved through small, meaningful steps over time. Just like a great athlete or musician or speaker, it takes sustained and consistent effort to build the muscle memory needed to become fluent in any worthy pursuit. Intentional practice in directional increments is often said to be the secret to reaching a development goal. But I believe that in between those efforts of intention, the silent “pauses” are just as important. A pause can be a time of silent introspection or just a rest from the norm of day-to-day goal pursuit.

The pause is for me is about allowing thoughtful spaces between my rushed and hurried emails, calls, and meetings. It’s about protecting and valuing those spaces, rather than rushing to fill them with urgent-but-not-important matters…Allowing those spaces to be dedicated to developing my strengths and focusing on where I want to be, not just where I am.

English musician Gordon Sumner, better known as The Police’s Sting, once said,

“Paradoxically, I’m coming to believe in the importance of silence in music. The power of silence after a phrase of music for example; the dramatic silence after the first four notes of Beethoven’s Fifth Symphony, or the space between the notes of a Miles Davis solo. There is something very specific about a rest in music. You take your foot off the pedal and pay attention. I’m wondering whether, as musicians, the most important thing we do is merely to provide a frame for silence. I’m wondering if silence itself is perhaps the mystery at the heart of music? And is silence the most perfect music of all?”

What are you doing with the “spaces between” in your life?