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Wednesday, April 23, 2008

 

Time For A Change? Make It Easy By Using A 4 Step Process To Eliminate The Fear And Ensure Success

Change happens.

Making Strange Change Machine change is always difficult. Not only do you deal with the need for change, you then deal with ritual opposition, skepticism and disbelief that every Manager must face. Is there any wonder that making a change is one of the most fear laden issues Managers must address in their careers. Here is a 4 step process to help make British Christmas Traditions easier, eliminate the fear and ensure success!

Step1. Describe the Challenge you and your department are facing. Lay it out in terms that every one can understand. It might sound simple, and it is. And it is frequently the most overlooked. It is better to shine some light on it rather than let it live in darkness. Once you have described the challenge, you can begin soliciting feedback and ask for alternatives from your staff.

Of course "Schleppys" (Schleprocks- see previous articles) will start with the nay saying right away. It's the same old tune from station ICRY. They'll want to slow the process and delay Acceptance so that they can continue in their old patterns of behavior. Be prepared to spend some extra time with them explaining, describing the future and asking for their input.

However there is a group of employees that won't go quietly The Atom easily. These people are the Self-Serving Saboteurs. They say "Yes" and then go do something to undermine or stop the process.

It is extremely important that you identify the potential SSS'ers and keep them in your line of sight during the entire process from start to finish. You can do that by having them report to you frequently and updating you on their progress, involving them by asking them to train others or asking them to help with the implementation by providing their input on every step.

It is much better to have them by your side than out and about creating feelings of ill will. Be aware that this person(s) may even jump the chain and go up the line to complain, especially if they feel like they are losing something in the end. Pre-empt some of this by describing the vision in future tense with everyone, including up the line from you. They will help you keep the SSS'ers in line.

Step 2. Gain Acceptance by Involvement. That means everyone. Everyone has a piece of the Challenge and everyone has a hand in correcting it. Understand that Acceptance is twofold. Accepting the Challenge and then Accepting the Solution. You can do everything right in describing the Challenge, then totally blow it by not allowing participation in finding and initiating a Solution, which ends up being another "flavor of the month from management."

I know this might sound crazy, call me kooky, but your staff might even HAVE THE ANSWER! I mean they only work there, every day, see things from a different perspective, but hey, they probably don't want to help you, the Manager, right!

WRONG!

It's all about the Communication baby! Lay it out there and let them know what's going on. Then ask for their help in solving it. Challenge and Acceptance! Once they have an active participation in the process they will have a much better attitude towards it and will be helping you implement whatever change you are trying to make.

Step 3. Ask for Commitment. You can do steps 1 and 2, everybody will feel good and call you a "great boss" and "what great communicator" and all that crap. If you forget step 3, what do you have? NOTHING!

Everything you did in steps one and two lead you to this, Commitment. The dictionary tells us that the meaning is "to bind, as by a promise." Say those words, out loud right now, "To bind, as by a promise." You gain Commitment or "promise" by asking your staff to join with you in the accomplishment of the task or as Earl Nightingale calls it "a worthy goal."

It means that they and you promise to each other that you will work together for a "preferred future state." Preferred. That means you and your staff chose it from a list of possible preferred future states and are ready and willing to work together to bring about this one.

In order to gain this "promise," they must believe in the outcome (as well as you), as if it already has been accomplished.

It's this belief that drives Commitment.

Step 4. Follow Through. These two words are the difference in every accomplishment since the dawn of man. Every building, invention, convenience, piece of technology, THING comes down to Follow Through. You can dream it, and it will come to nothing unless you, yes that means you, pick up the torch and carry it.

If you trace every single failure in mankind in any endeavor the flow chart always comes back to Follow Through. The lack of someone somewhere not doing what they said they were going to do. So many things in human history have come down to one sentence.

"I did it" or "I took care of it."

In some organization somewhere there is someone who "took care of it." It's the reason the 'The Grinch' Theme are on, and you are reading this article. Somewhere, someone "did it." So, Follow Through to the very end.

Be the person who "takes care of it" not the person who says "it wasn't my job." Making a change is easy if you have a process in place and follow the steps.

Describe the Challenge, Gain Acceptance by Involvement, Ask for Commitment and Follow Through.

Leonard Buchholz is a Certified Trainer, Speaker and Author. Seminars include subjects like Customer Service, Management and Communications. That's what I do. Ding Dong Merrily On High you looking for someone to help you make a change in your communication or management style? Don't know where to look or who to talk to? Can you type in leonard@bizprotraining.com - ? Or can you dial 760-529-5635? Do something for yourself about making a change. Call or email, I'll be happy to talk with you about your needs.


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