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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?

Stepping Away to Step Up: Why Renewal is Your Secret Weapon

/ Susan Hendrich / 1 Comment

Recharge and Refresh to Enhance Your Impact.

Life can be a whirlwind sometimes. Work deadlines loom, errands pile up, and suddenly it feels like you haven’t taken a real breath in days, weeks, even months. It’s during these times that I find myself craving renewal. Take a deep breath while you think about that word…renewal.

Now, renewal might not sound like the most exciting thing on the to-do list, but hear me out. It’s not about sitting in a bubble bath for thirty minutes (although that has its merits). It’s about consciously choosing to step away from the hamster wheel, even if it’s just for a little while, to come back feeling refreshed and ready to tackle anything.

Think about it. Have you ever tried to write a creative piece when your brain feels like mush? Or tried to have a productive conversation when you’re running on fumes? It rarely ends well. We need time to recharge, refocus, and reconnect with ourselves in order to truly thrive.

Here’s the thing, renewal doesn’t have to be a grand gesture. It can be as simple as:

  • Taking a walk in nature: Immersing yourself in the sights and sounds of the outdoors can be incredibly calming and restorative.
  • Putting your phone down and reading a book: Escaping into a good story can help you de-stress and gain new perspectives.
  • Trying a new recipe: Engaging in a creative activity can spark joy and get your creative juices flowing again.
  • Spending time with loved ones: Connecting with those closest to you provides a sense of belonging and support.

Even small changes to your routine can have a big impact. Instead of scrolling through social media before bed, try some light stretching or reading. Replace your usual commute with a scenic bike ride.

The key is to find what works for you and make it a priority. Remember, renewal isn’t selfish, it’s essential. It’s the key to maintaining your energy, creativity, and overall well-being. So next time you’re feeling burnt out, don’t push yourself further. Step away, recharge, and come back stronger than ever.

I’m heading outside now to breathe in the crisp February air and renew my focus for the week ahead. How will you RENEW?

Susan

p.s. Looking for a book to guide your journey? Check out: Renewal: How Nature Awakens Our Creativity, Compassion, and Joy by Andrés R Edwards

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!

Forget “Soft” Skills: It’s all about Power Skills

/ Susan Hendrich / Leave a comment

Power Skills are Game Changers.

Let’s be honest, the term “soft skills” has never done these crucial abilities justice. It makes them sound fluffy and less important than those technical “hard skills.” But here’s the thing: communication, problem-solving, adaptability – these aren’t just nice-to-haves, they’re absolute game-changers.

That’s where the concept of “power skills” comes in. This shift in language reflects the growing recognition that skills like empathy, collaboration, and critical thinking are what truly drive success in today’s rapidly changing world.

Why Power Skills Matter

  • Adaptability: Technology is evolving at breakneck speed, and power skills allow you to keep up. The ability to learn new tools, pivot strategies, and roll with the changes is what separates those who thrive from those who are left behind.
  • Communication: Collaboration is the lifeblood of modern organizations. Whether it’s influencing a team, clearly presenting ideas, or negotiating solutions, strong communication builds strong teams and strong results.
  • Problem-solving: The world is messy and complex. Power skills like critical thinking and creativity allow you to break down obstacles, find innovative solutions, and navigate challenges with confidence.
  • Emotional Intelligence: Understanding your motivations, managing your emotions, and building relationships with others is essential for success. Emotional intelligence makes you a valuable team member and an effective leader.

Making the Transition

So, how do you move from seeing these as “soft skills” to unleashing their true power?

  1. Own them: Embrace the importance of your current abilities. Recognize that they are highly sought after and essential for success.
  2. Elevate them: Identify specific ways to leverage and expand upon these skills. Seek opportunities to practice them in your work and consciously strengthen those areas.
  3. Showcase them: Don’t just talk about your power skills, demonstrate them! Highlight how they’ve helped you solve problems, build strong relationships, or adapt to change in your resume, interviews, and everyday interactions.

Power skills are the key to not just surviving in the modern workplace but truly thriving. By ditching the “soft” label, embracing their importance, and proactively developing them, you’re giving yourself a competitive advantage and setting yourself up for a long, impactful career.

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?”