We live in volatile, uncertain times; in recognition of this trend, everyone is actively working to build their enterprise change management capability.
The overwhelming pace and volume of changes today have created the need for a structured process and framework to manage them. Frustrated by missed business objectives on top-priority projects, change professionals realize that neglecting the people-side impacts of change is to blame. And some want to manage change on a project-by-project basis to a proactive, strategic approach that lowers costs over time.
When you develop change management capability and do it well, it can become the critical differentiator and strategic advantage that empowers your organization to out-change competitors.
The question is:
How do you maintain your company’s solid foundation with a new era vision by working remotely and building Loyalty in your organization?
Working for many years with a human-centered designed organization at Columbia University, I build that muscle organically. When you create an enterprise based on heart alignment, you develop loyalty overtime.
When you take the time to rediscover the core of your business, that’s when you’ll finally be able to overcome the struggles! Creating and sticking to a rock-solid foundation is what is going to make you yet stand out.
Here are steps that I recommend that improve your business and positively impact all your employees and the community.
- Here Is a Holistic Capability Building Approach:
The current business climate means that new problems arise that don’t have a pat or standard solution. Also, communication within corporations has become more complex.
By sparking conversations within your organization or around the world, stories can be a catalyst for transformation. The best key message is one that resonates with everyone in your team. It has universal appeal.
a. Keep engaged and ties with your employee on personal past experiences to keep alive the human touch.
b. If you capture the imagination, you will inspire creative thought and increase loyalty.
c. It would be best if you led by example.
d. Truly empower people to act on their own within their level of authority.
e. A positive attitude is infectious
f. Promising frequently to look trustworthy.
g. Never make a promise in order not to disappoint anyone.
h. Over-promising and under-delivering.
• Did the approach enable your people to capitalize on more changes going forward?
• Will your project results encourage strong sponsor support for the next big change? Has your investment paid off?
When preparing the feedback, watch your voice’s tone and provide specific examples of when they demonstrated either the desirable or undesirable behavior. Be able to speak to how it positively or negatively contributed to the team or its impact on a deliverable. When you give feedback, the employee should understand what they did to contribute to your opinion.
What do you use to hold yourself & others accountable?
Have you identified your values & shared them with your team?
How do you create engagement with others?
Who is in your network to support you as a leader?
What types of power do you use and when?
What processes in an organization affect culture?
Comment on attributes that they are also doing well, with some specific examples. To achieve this variety, have some feedback on at least four of the following themes:
· Creativity/process improvement contribution.
· Problem solving/dependency
· Productivity/task completion
Those who have data and knowledge need to find ways to persuade others by packaging this information into palatable forms. Building your company story helps with both these key areas. When people are genuinely listening, their behavior changes. They may sit at the edge of their seats, they may lean back, may look at the leader more closely, or they may stop taking notes. They may even get quiet or shed tears. Dynamic or heart-tugging stories create a physical impact.
Reset your expectations. Most teams are socialized and accustomed to synchronous work and standardization. They work together, located in the same office, under the same working conditions, with the same work schedule. In a quarantined environment, managers must help their teams shift immediately to asynchronous work, focusing on results and offering more flexibility.
Stay in regular touch. Keep shorter communication cycle times are more effective in building and sustaining morale and engagement. Don’t let an employee go half a day without checking in. Set the expectation that everyone is present and not distracted model what it means to show up as a virtual team player.
Support continued learning but keep it short. Learning doesn’t have to stop in this new environment, but it may be more practical to use microlearning. Focus on sharing short lessons on a single topic in a 15-minute segment. Rotate the delivery of these lessons among team members and identify their training topics.
Coaching: Assign buddies and peer coaches to add a layer of mutual support. Attending to every team member’s needs will quickly exhaust the capacity of most managers. To distribute that responsibility, organize team members into pairs with everyone assigned as a buddy and peer coach to their trusted colleague. This shared leadership model creates a second layer of mutual support and guards against emotional isolation. Ask peers to check in daily and assess overall engagement and well-being.
Model optimism and drain the team of fear. Leaders who demonstrate hopefulness and confidence in the future are better able to help their team members find purpose in work, especially under stressful conditions. And don’t forget to remember Charly Chaplin’s quote: “A Day Without Laughing is a Day Wasted” Remember that fear freezes initiative, ties up creativity, and yields compliance instead of commitment.
Update even if there’s no update. Uncertainty fuels anxiety. The more you share, the less chance there is to develop an information vacuum within your team. Maintaining transparency on a crisis with frequent updates is the ultimate expression of good faith, empathy, and genuine concern for your team.
Continually gauge stress and engagement levels. Make it crystal clear to your team members that your chief concern is their well-being. Take time to monitor their engagement by periodically asking each team member two quick questions to rate the level of stress you currently feel. Your intuitive or impressionistic sense of the individual may be wrong, so it helps to get quantitative responses.
MAINTAIN DIFFICULT PEOPLE
In my case, I dealt with difficult people at work with kindness and laid down the facts. There are other ways you can deal with difficult people while still holding your head high and being professional:
a. Maintain a Professional Demeanor
b. Don’t Retaliate
c. Be Empathetic
Humans are hyper-social creatures who long to belong. And psychological safety — where your team members feel included, safe to learn, safe to contribute, and safe to challenge the status quo, all without fear of being embarrassed, marginalized, or punished in some way — is paramount even under conditions of quarantine. When you create and sustain these conditions, you allow them to continue to perform and contribute, and perhaps, most notably at a time like this, you acknowledge their humanity and build Loyalty!
“Gratitude turns what we have into enough, and more. It turns denial into acceptance, chaos into order, confusion into clarity…it makes sense of our past, brings peace for today, and creates a vision for tomorrow.”
– Melody Beattie
Let me know how I can add value to your life and business!
Desi Tahiraj Consulting Inc.
November 28, 2020