Month: September, 2010
In his book, Islands of Profit in a Sea of Red Ink, Jonathan Byrnes refers to four cornerstones required for successful change management. I’ll summarize below…
- Top management must present clear evidence that crisis will occur without change.
- Management must present a clear, concrete, believable picture of what change looks like.
- They must be relentless and unwavering in advocating the need for change and the effectiveness of the new way of doing business.
- The change must be in digestible chunks to allow managers to acclimate to new ways of doing things and allow different parts of the organization to catch up with one another.
Thoughts Joe and Wanda?
Joe Kerr: Change is my middle name. Change is my game. I am change.
Wanda B. Goode: I think the lack of the third cornerstone is responsible for the collapse of many change initiatives. Managers have a tremendous amount of influence on whether an initiative succeeds or fails. They don’t have to bad mouth it. A lack of demonstrated commitment is enough to stop it dead in its tracks.
A few posts ago we discussed the concept of emotional commitment from Stan Slap’s book,
Bury My Heart in Conference Room B. We left you hanging a bit without explaining how to achieve that coveted state. Well, glad you returned, because below is an attempt to summarize Stan’s process for doing so…
Slap explains that as a manager you must live your values at work and convince those that work in your organization to do the same. How do you convince other employees to follow your values? You need to explain how doing so will positively impact them and the team. Easier said than done, huh? Well, here’s the path…
- Identify your top 3 values (a method for doing so is included in the book) and share them in vivid detail. Provide “moment of truth” stories from your personal life that have shaped these values.
- Describe the current state as these values continue to be compromised – how both you and the team are negatively impacted. Stan calls this the “bitter place.”
- Describe how good thing will be if everyone lives the values – the “better place.” As a manager, you don’t necessarily need to know how to get to the better place. The team members will help figure that out.
- Explain how they will achieve significance, belonging, and self worth if they live the values.
- Get on with living the values
Stan gives plenty of examples and provides advice as to how to deal with those naysayer that might think you are off your rocker.
He also advocates that you apply the steps in your personal life before bringing the concepts to the workplace.
I know this is fairly high level, but hopefully it’s enough to get those noodles noodling. What to you think Joe and Wanda?
Joe Kerr: I think Stanley has had one too many Slaps upside the head.
Wanda B. Goode: Don’t knock it until you try it. I’m interested in learning more. The concept of exposing your human side at work seems like a powerful thing. If it can help improve employee engagement (to include mine), I’m all for it.
Here’s a related post
Book Review: Stan Slap
The September, 2010 Leadership Development Carnival is up at Dan McCarthy’s Great Leadership site. There are close to 40 management and leadership articles available this month. Enjoy.