Change Management: The Story Matters Most

Here's a shocking revelation for you...changing how we behave in the workplace is hard. 

Really, really hard. 

Yet as leaders we throw the phrase culture change around like we are passing out candy on Halloween.

The Long Haul Vision
Wanting to change your organization's culture, whether it's to pull out of an employee morale ditch; to address major changes underway; or to build the energy for an exciting new period of growth, requires a vision that is sustainable over a period of years.

Culture change does not happen quickly. Ever. At least in a positive direction.

So, who is responsible for this vision of the future? That's not as easy an answer as one might think. Of course the senior leadership team must articulate a global vision for the future. However, neglecting the input from the team is a treacherous path that should be avoided.

The combination of strategic vision and employee buy-in is powerful. 

Really, really powerful.

The Compelling Story
The hardest part is actually not the visioning process, or collecting input from the team. The hardest part is always execution. Sustaining the message over time, particularly when the inevitable challenges arise are exactly when the true skills of the leadership team become apparent.

How many of us have seen grand roll outs of "new and life-changing programs" at our organizations over the years, only to see them drift and die?

You've put in the time to build your vision.
You've put together a compelling story that touches each employee.
Stay the course. You've earned this opportunity to truly change your organization!

How About You
Are you considering real change in your company? If so, invest the time and resources to build your vision, create your story, and stay focused through the highs and lows. It will be worth it!

I'd love to hear from you.

No Excuses.

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Power, Transparency and Culture

Culture change is an interesting concept. Typically driven by a desire to become a world class organization, the core tenets of a major culture change must include the willingness of senior leaders to be humble, transparent in their decisions, and be unafraid to confront those that are resistant to change.

Humility Is Hard
The interplay between power and humility is a daily struggle for many leaders. Finding a way to appreciate the authority they have, while simultaneously doing everything possible to give that power away (you've heard of delegation, right?) is simply too difficult for some leaders.

The perception that the leader, particularly a newer leader who suddenly has more power than ever before, is making decisions without including others because they know best is dangerous. The leader may be correct in their ideas, however the delivery is so critical to achieve buy-in from those affected that simply making proclamations from on-high engenders no loyalty. After all...most leaders like loyalty among their teams, right? 

Transparency - Can You See It?
One of the easiest ways to achieve culture change is to be open about why decisions are being made. This sounds embarrassingly simple, yet time and time again decisions are made but the rationale for those decisions is kept close to the vest. Why? 

Is there a fear that by explaining why certain things are happening in an organization the leader will open to criticism? Is that so bad? Don't we all perform better when there is healthy dialogue, constructive feedback, and improved decisions emerge?

Confrontation Is For the Real Leaders
The trap I see so many leaders fall into however is exercising their authority in the absence of sharing why decisions are made. Their credibility quickly erodes. Sadly, they don't realize this is even happening because of their painfully obvious fear of confrontation. How in the world can anyone lead and do so from behind closed doors; or worse, through sending their team to deliver messages that should be delivered by them in the first place?

Confrontation is not easy...it is not fun...and it is absolutely required if one is to be an effective leader that builds trust.

Trust.

How About You
Is building trust on your radar screen? If so, you'll need to push yourself outside your comfort zone of power. Otherwise, you'll simply be the hamster on the spinning wheel of power, transparency, and culture change dreams.

I'd love to hear from you.

No Excuses.



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Heavy Mettle Leadership

Change processes can be difficult. Think about what you're actually doing when you decide to formally launch a culture change effort. You're asking the people who you've hired (or inherited but kept on the team), to stop behaving the way you've asked them to, in some cases for a long time. Now, you're asking...er...requiring them to be different.

Here's the rub...you're asking for the change from your team because it is abundantly clear that a change is necessary. You haven't failed, and honestly they haven't either. It is simply time to evolve.

Asking people to change is hard enough in our private lives, but when you factor in professional training, familiar routines, and in many cases a history of doing good work, the push back can be heavy and significant.

Your mettle as a leader is going to be tested.

Stay the Course
We have many opportunities to watch leaders in action. New executives come and go and bring their perspectives of what is best for the organization. The delicate balance that leaders, including human resources practitioners, have to manage is pushing hard enough to maintain momentum while not completely bringing the organization to a standstill. 

Balance is hard...and your mettle as a leader is going to be tested.


Listen to Your Team
One of the most effective ways to not only maintain the vision of the future-state of the organization and to keep the change process going is to be flexible enough to accept the team's feedback.

"The end game is achieving culture change, not following a self-prescribed linear path to the desired change. Feedback from the team that provides for minor course corrections not only gets the necessary buy-in, it also gets you to the same end point: culture change."
 
Whether the feedback is about the pace of change, messaging, or the elimination of barriers to success, it makes sense to leverage the skills and insights of those tasked with executing the change process.

How About You
Is your mettle being tested? It can be very lonely, particularly when you feel passionately about the issues you're advocating for inside your organization. Avoid the trap of convincing yourself that your perspective is the only one that can get the desired result. Stay strong, use your team, and show the world you truly are a heavy mettle leader.

I'd love to hear from you.

No Excuses.



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#DisruptiveHR

Making the commitment to change the culture of an organization is a bold step. It requires the courage to publicly say that you are not satisfied with how things operate today, and that a change is not only on a wish list, but that it is now mandatory. That is a bold step.

Leaders First
I've had the opportunity one other time in my career to embark on an intentional culture change initiative. It was a long process that ultimately resulted in the desired change. Lots of hard work, and new behaviors particularly from leadership, were the key drivers of the shift. From my perspective, the employees were eager to improve the company, they simply needed leadership that not only articulated the desired change, but simultaneously included the employees while they proved they could walk the walk. Many leaders struggle with this balancing act.

HR's Role
One of the great advantages of working in Human Resources is that we see the entire organization, not just the "department" we're assigned. Couple that perspective with the insight we have from dealing with issues across the enterprise and suddenly human resources is perfectly positioned to be an effective disruptive force for change.

Let me say that again...

"Human Resources is perfectly positioned to be an effective disruptive force for change."

When was the last time you heard that? More importantly, when did you believe it? Never, that's when.

Next Steps Are Hard
As the journey begins it is essential that HR leadership buys in to the vision of how great the organization can become. Not because they're supposed to, but because our organizations are full of bright employees who can see through bureaucratic doublespeak faster than an old school command and control leader can spit it out.

If HR is going to play a central role in the change effort, then HR has to change how it normally behaves, works, interacts, and challenges others. That can be scary. Welcome to the real world! Positive change does not come about because we all simply work harder.

The results we want to achieve are realized because we literally change how we work. Are you able to stop preaching about change and start adopting it in your HR practice?

If the organization is going to achieve the results necessary, human resources (and I submit all of the leaders who plan on staying with the institution) will have to change. The status quo + maximum effort is no longer a viable option.

How About You
Do you see yourself as a disruptive force for change? Or, do you see yourself holding others accountable for not buying into the culture change initiative using your same old approach?

I'd love to hear from you.

No Excuses.



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