Energy Drainers

Energy Drainers

Making a change – those who drain your energy

Energy drainers – if you are involved with any kind of change you will find it drains your energy. Energy will drain as you come to terms with new situations. energy drainersand deal with confusion. You will have to deal as well with anxiety – your own, and other people’s.  You will find yourself giving out lots of your energy in support of others.  But some people seem to take just a little too much – more than you can afford to give if you are going to stay fit for the task ahead.

We all feel insecure in the middle of change but energy drainers are usually people who are insecure and negative in their everyday life. Quite often they find it difficult to tolerate their own company. You may find people like this start to depend upon you to help them make all kinds of relatively simple life decisions.  They may phone or text you several times a day on any pretext – they can eat you as well as your time and sap your life force!

Energy drainers don’t know how to tap into their personal energy reserves to survive

Very often these sad people are stuck in “Survival Mode.”  They don’t know how to tap into their personal energy reserves to survive. Like children, they haven’t accepted responsibility for their own lives. But they find many ways, including emotional blackmail,  to persuade you to give them the emotional support  and the reassurance they need.  Life is frightening and they are very scared indeed!

We all know people like this. They might be old friends, family or work colleagues. You want to help but their needs are overwhelming.

So, what do you do?

Keep in mind that you may need to conserve your energy to manage a complex change.  If they are part of the change, you are certainly not going to be in a position to cut them out of your life.  Anyway, at the end of the day, most of us would actually like to be in a place to help.

The stance you take depends upon your relationship with the person and the level of your energy reserves. However, your first responsibility is to yourself. You, too, may have to adopt a “Survival Mode” attitude.

It is certainly much easier to deal with someone who is an acquaintance or a work colleague. You have no personal commitment to them and you have every right to say goodbye when you finish work.

Dealing with energy drainers

Always try to stay in a neutral space when talking to them.  Give neutral responses and try not to get drawn into their, or your, emotions.  When you deal with them, imagine you are wearing a breastplate to defend your energy – withhold your energy behind your breastplate. Deliver a neutral, and deliberately, low energy response. Offer no more and no less than is necessary to carry out the transaction.

As a personal survival technique, this approach is also applicable for family and old friends. However, you may choose to take a more compassionate and supportive stance by demonstrating “tough love.” Your goal here is to move them on from negative to positive. You want to move them back into using their own energy resources. In this way, you can help them to become self-sufficient.  Get them to think through their own options – to make choices and plan.  When they do so give them lots of quiet praise – move them on from whining to thinking about concrete ways they can help themselves!

Dealing with emotional blackmail

Be aware, though, that energy drainers will resort to many forms of subtle emotional blackmail to get access to your energy. Don’t let them! Let them know, through your actions, that your energy is no longer accessible to them. Encourage them to make decisions on their own and to enjoy their own company by simply not being available: physically or emotionally.

It will not be easy for you or them. You are breaking established patterns of behaviour and setting a new precedent. But eventually a new dynamic should be established. They should begin to take responsibility for their own life and their own decisions.

You may have to support them through a change as part of your role but do so in a managed way! With friends and family, if they will not take action, success will be impossible. So recognise when you have banged your head once too often against that proverbial brick. It may be the wisest step is simply to “let go.”

If you need help dealing with your energy drainer, please get in touch

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link

         

 

High performance culture

High performance culture – how do you generate one?

High performance culture

Improving business performance

High performance culture – performance is key to your organisation’s survival.  You cannot afford to under perform.  But how do you generate a high performance culture? 

Here are some tips!

1. Show leadership from the top

Those at the top of the organisation must be committed to a high performance culture. If necessary, they must be prepared to change to ensure this. The performance management framework  must operate throughout the organization from top to bottom. Those at the top need to model the desired behaviour.

2. Develop business plans

Business planning should be positive. But it must also must be realistic if a high performance culture is going to exist . Be clear about what can be delivered with the resources available.  How will those available resources change over time?  Take into account the people management implications. If you invest in training, how will that effect your business plan? Once plans and priorities have been established, they need pervade the organisation. Your plans need to be translated into department, team and individual performance plans. These need to be throughout the organisation. Can you see the the organisation’s objectives reflected in the most junior employee’s performance plan?

3. Establish what good performance looks like and how it can be measured

All performance indicators and other criteria used to measure performance must be clearly communicated. This should be to all staff and contractors supporting the organisation. Think about what really matters. And focus on measuring the essentials. Keep the number of measures to a minimum.  Want to know more about performance measures? Follow this link

4. Monitor and evaluate

Systems need to be set up to ensure that performance can be monitored and evaluated throughout the year.  You need to understand the effect of changes in levels of performance on the services delivered to your customers or users.

5. Agree specific performance objectives

The organisation’s plans and priorities must be translated into department, team and individual performance objectives. This will usually be by using your existing performance appraisal and staff development processes. Individual plans are most effective when both manager and employee agree them.  Objectives should be SMART. That means;

  • Specific
  • Measurable
  • Agreed
  • Realistic
  • Time bound.

Is the existing performance management system for your staff  up to the job? If not, take some advice and change it. See Paragraph 7 below.

6. Develop an internal communications’ approach

Effective messages should target your intended audience in the whole range of ways available to you. So, develop a plan for how you will use different media to target various communities within the organisation using for example:

  • Email
  • Intranet (inside the organisation)
  • Internet
  • Newsletter/house magazine
  • Notice board
  • Team briefs
  • Video and in-house TV (you can even use YouTube.)

In addition, regular surveys and suggestion schemes are important ways of ensuring that employees have the opportunity to tell you what they think. This can be on a wide range of issues that impact on  performance.

7. Ensure that performance framework systems are truly in place

A performance review/appraisal system is traditionally used to

  • Set objectives,
  • Identify support needs and
  • Measure progress against objectives.

For it to work effectively, the system must be clearly understood by both managers and employees. This requires:

  • Managers have access to guidance. And the training needed to ensure they manage performance effectively throughout the year
  • All employees have the necessary support, guidance and training to help them engage fully in the performance appraisal process.

If you don’t have these in place it is unlikely that you can become a high performing organisation

8. Support employees to succeed

Effective induction and probation processes for new employees are extremely important. They set the right expectations of performance for both the employee and the manager. Personal development plans (PDPs) should explain how development needs will be met.

9. Encourage performance improvement

Sometimes performance will not meet the required standard. You will need to identify what is getting in the way. Don’t assume anyone chooses to perform poorly. Put in place a plan to deliver improvement and give support. The principle is the same at both the team and individual level. So you need to have clear procedures for dealing with poor performance.

10. Recognise and reward good performance

Good performance needs to be recognised and rewarded. Recognising performance should include sharing success stories. And share the knowledge gained across the organisation. Highlight how good performance helps the organisation as a whole.

Working with an executive coach really can help you get your organisation to perform well. Why not take advantage of my offer of a free half hour coaching session to find out how I can help

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organizational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Anchor the Change

Anchor the Change

Leading Change the Kotter Way

Anchor the Change is the eighth and last step in the Kotter model. Real changeanchor the change runs deep, takes time and needs to be embedded. It has to become part of the core of your organization! Your corporate culture often determines what gets done, so the values behind your vision must be shown in day-to-day work.

This post is last part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in this paragraph. The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change Step Four: Communicate Your Vision , Step Five: Handling Resistance , Step Six Delivering Short-Term Wins and Step Seven Building on Change

Step Eight: Anchor the Change in Corporate Culture

This is the last step. To make any change stick, it has to become part of the core of your organization! Your corporate culture often determines what gets done. So the values behind your vision must be shown in day-to-day work.

You should make continuous efforts to ensure the change is seen in every aspect of your organization. This will help give that change a solid place in your organisation’s culture.

It’s important that your company’s leaders continue to support the change. This includes existing staff and any new leaders who are brought in. If you lose the support of these people, you could end up back where you started.

What you can do:

  • Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Give everyone a clear picture!
  • Include the change ideals and values when hiring and training new staff.
  • Publicly recognise key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
  • Publicly reward people who demonstrate the change in their behaviour – even if it is just a word in the office at their desks.
  • Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Building on Change

Building on Change

Leading Change the Kotter Way

Building on Change is the seventh step in the Kotter model. Real change runs Building on Changedeep and takes time. Quick wins are only the beginning of what needs to be done to achieve long-term change – make sure you take enough time!

This post is  part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in the next paragraph. The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change Step Four: Communicate Your Vision , Step Five: Handling Resistance and Step Six Delivering Short-Term Wins

Step Seven: Build on the Change

Kotter argues that many change projects fail because victory is declared too early. Real change runs deep and takes time. Quick wins are only the beginning of what needs to be done to achieve long-term change – make sure you take enough time!

Launching one new product using a new system is great. But you may need  launch 10 products to ensure that the new system is well embedded and really working. To reach that 10th success, you need to keep looking for improvements.

Each success provides an opportunity to build on what went right and identify what you can improve.

Building on Change – What you can do:

  • After every win, analyse what went right and what needs improving.
  • Set goals to continue building on the momentum you’ve achieved.
  • Learn about the idea of continuous improvement
  • Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Delivering Short-Term Wins

Delivering Short-Term Wins

Leading Change the Kotter Way

Delivering short-term wins is the sixth step in the Kotter model. And nothing delivering short-term winsmotivates and gives people confidence more than success. So, achieving short-term wins gives them a real feeling that success is possible.

This post is  part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in the next paragraph. The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change Step Four: Communicate Your Vision and Step Five: Handling Resistance.

People resist change because they fear loss. Delivering short-term gains reassures them that the losing something is worthwhile!

Step Six: Creating and Delivering Short-term Wins

Nothing motivates and gives people confidence more than success. So, give your company and your team a taste of victory early in the change process. Within a short time-frame (this could be a month or a year, depending on the type of change), you’ll want to have results that your top team and staff can see. And, without these, critics, negative thinkers and cynics might hurt your progress.

Create short-term targets which build up to your long- term goal rather than just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each “win” that you produce can further motivate and inspire  the entire organisation.

What you can do:

  • Look for sure-fire projects that you can implement relatively quickly and without help from any strong critics of the change.
  • Don’t choose early targets that are expensive. You want to be able to justify the investment in each project.
  • Thoroughly analyse the potential pros and cons of your targets and make sure you really understand what is required. If you don’t succeed with an early goal, it can hurt your entire change initiative.
  • Reward the people who come up with ideas
  • Reward people who help you meet the targets.
  • Publicise what you have done.
  • Show people how one achievement can lead to the next.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Handling Resistance

Handling Resistance

Leading Change the Kotter Way

Handling resistance and fear is the fifth step in the Kotter model. This is handling resistanceabout empowering action, over coming resistance and getting rid of obstacles to change. This post is  part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in the next paragraph.

The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change and Step Four: Communicate Your Vision

Now we are reaching the point where your investment in Stages 1 to 4, begins to pay dividends. Kotter himself states that when Stages 1 to 4 are skipped, resistance is inevitable and this can destroy your change.

People resist change because they fear loss.

They believe they are defending something they value which feels threatened.   This can include loss of security, power, resources and overall loss of control.  Most of us fear the unknown.

If you have followed the earlier Kotter steps when you reach this point, you will have been talking about your vision and building up buy-in from all levels of the organisation. Hopefully, your group will want to get busy and be out there achieving the benefits that you’ve been promoting.

But there may still be some resisting the change!  There may be people (individuals or groups), processes, structures and even organisations that are getting in the way? You not only need to put in place the structure for change, but check continually for barriers and blockers to it.

Handling resistance and removing obstacles can empower the people you need to execute your vision and it certainly helps them move the change forward.

Handling resistance! To remove obstacles you should;

  • Identify, or hire, change leaders whose main roles are to deliver the change.
  • Look at your organisational structure, job descriptions and performance and compensation systems to ensure they’re in line with your vision.
  • Recognise and reward people for making change happen.
  • Identify people who are resisting the change and help them see what’s needed.
  • Take action quickly to remove barriers (human or otherwise).

When people are resistant;

  • Help them understand the logic behind the change.
  • Give them an opportunity to contribute – to help design and implement the change (e.g., ideas, task forces, committees).
  • Provide facilitation & coaching to help them adjust to the change.
  • Offer incentives to those who continue to resist change.

If all else fails, and this change is critical to the organisation, you may need to use authority to get people to accept the change or move them sideways and, sometimes, even out of the organisation. Do it with as much respect for their dignity as possible – those remaining will be marked by how your respond .

This can be one of the most challenging stages for the Change Leader but – as I’ve written here many times before – no one told you change was going to be easy!

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Communicate Your Vision

Communicate Your Vision

Leading Change the Kotter Way

Communicate your vision is the fourth step in the Kotter model.  This is part of a series on the Kotter approach to leading shining light 2change. I am in process of revamping my original Kotter model series. This post is about communicating the vision that you created in the last stage. Links to all the earlier Kotter posts are in the next paragraph.  You should be working with a vision that people will be able to understand, get on board with and remember.

The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency and Step Two: Forming a Powerful Coalition  and Step Three Creating a Vision for Change.

Step Four: Communicate Your Vision

So you believe you have an overall vision that people will be able to grasp easily and remember. Now you need to get your vision out there to the people who need to understand it. Believe me, how you communicate it, will determine whether your change works, or not.

Your message is likely to have lots of competition. It will have to stand out from all the day-to-day communications within the company. As well as that, if your change is really significant, you can expect the rumour mill to be at work already. It is more likely to be spreading bad news than good. So you need to communicate your vision frequently and powerfully.

But, communicating your vision is not all about words. You and your guiding team need to walk the talk. You need to show that you believe and embed message in everything that you do.

Don’t just call special meetings to communicate your vision. Instead, talk about it every chance you get. The guiding team need to be visible and let people see you as the embodiment of the change you intend to make.

The top team should be using the vision daily to make decisions and solve problems. And so should all those who are actively engaged. Challenge those who do not. Keep the message fresh and on everyone’s minds.  Then they will begin to remember your vision and respond to it.

What you do is far more important – and believable – than what you say.

Make sure the whole guiding team demonstrates the kind of behaviour you want from others.

  1. Talk often about your vision to make it real.
  2. Be authentic – openly and honestly address peoples’ concerns and anxieties.
  3. Be prepared to answer questions but when doing so keep your vision in mind.
  4. Apply your vision to all aspects of operations – from training to performance reviews.
  5. Tie everything back to the vision.
  6. Lead and manage by example.

If you would like some help thinking about how you are going to communicate your change and how you reflect your vision in what you do, please get in touch. I’ve been there myself.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Creating Vision for Change

Creating Vision for Change

Leading Change the Kotter Way

Creating vision for change is the third step in the Kotter model.  I’ve written quite creating visiona bit here about the Kotter approach to leading change and I am in process of revamping my original Kotter model series.  This post deals with creating a vision that people can understand, get on board with and remember. Links to my posts on the earlier stages are in the next paragraph.

The model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. we have already dealt with; Step One: Create Urgency, Step Two: Form a Powerful Coalition and Step Four: Communicate Your Vision.

Step Three: Create a Vision for Change

When you first start thinking about change, there will probably be many great ideas and solutions floating around.  You need to link these concepts together into an overall vision so that people can grasp them easily and remember.

A clear vision can help everyone understand why you’re asking them to do something – even when it is uncomfortable. When people see for themselves what you’re trying to achieve, then the directives they’re given tend to make more better sense and they can commit to them.

They will expect you as the leader to have a sense of the direction of travel. Something about the vision needs to catch their imagination and help them to stay headed in the same direction.

Here are some steps to help you create your vision:

  • Determine the values that are central to the change. What are the values of your organisation and how do you want to reflect them in the future and in creating vision.
  • Develop a short summary (one or two sentences) that captures what you “see” as the future of your organisation. Make it colourful. How will it have meaning for others?
  • Try your vision out on a colleague – can they see the big picture?
  • Create your strategy so that it executes your vision. What are the big steps on the way?
  • Ensure that your change/guiding coalition (see the links below) can describe the vision in five minutes or less.
  • Practice your “vision speech” often. Make you can feel as well as see your vision when you practice
  • Listen carefully to the responses as you share your vision and consider making adjustments

Next in this series I am going to write more about sharing your vision. Stage 4 in the Kotter model is  about communicating the vision.

Meanwhile…

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Creating a Sense of Urgency

Creating a sense of urgency

Leading Change the Kotter Way

Creating a sense of urgency is Step One in the well-established Kotter model of leading change.  But what exactly does that mean?

After 30 years of research, Dr John Kotter believes that most major change initiatives fail mainly because organisations don’t commit to seeing the change through and don’t take a holistic approach throughout.   He has demonstrated that his 8 step process provides the most credible way of delivering and embedding large-scale organisational change.

His method elaborates and enlarges upon Lewin’s simple Freeze Phase, three stage approach – square, blob, star.  The underlying principles are the same. The model is based on research which showed that there are eight critical steps an organization or service needs to go through to ensure that change happens and sticks. This series of posts considers these steps in greater detail. we have already reissued;  Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change and Step Four: Communicating Your Vision.

You have to work really hard

When I put the words ‘creating a sense of urgency’ into a search engine, I came up with all kinds of great ideas!  For example,  inspiring the team to work together towards a goal!  Lots of pleasant and positive stuff. Sounds good doesn’t it –  makes you feel good!  The problem is that, sadly, these positive ideas don’t work if you want to make fundamental change in an organisation.

Kotter reckons that for change to be successful, 75% of a company’s management needs to “buy into” the change. In other words, you have to really work hard on Step One, and spend significant time and energy creating a sense urgency, before moving onto the next steps. Unfortunately, there are no pleasant and easy answers.

It is hard to persuade groups of people to move a long way out of  their comfort Creating a sense of urgencyzone!  They will not move unless they understand that staying where they are is not an option! That means convincing them that staying where they are is going to be painful, or is simply no longer possible.

As my old lecturer in change management said somewhere back in the 90s – unless the pain of staying where you are is greater than the pain of moving, you usually stay put! He started the lecture with a picture of an amoeba and gave us a lecture on the fundamentals of stimulus! He was pretty focused on the importance of creating a sense of urgency. Without it, there would be no fundamental change!

So what can you do for your group?  It isn’t as simple as just showing them the sales figures, or other written evidence of need, and expecting them to respond.  You need to work with them. Go through the figures and then help them think through the consequences of doing nothing! Make it real. Not just consequences for the organisation, but for them. Help them to ask; “What will it mean for me in six months if nothing changes?”

Let them understand and absorb the threat. Then, work with them to think through options for the future and how they can move forward.

Share the pain and then show how you can share the gain.

Show them what they have to  gain from making a change. This may not be much but there will always be something! If the facts mean potential redundancies, work out how can you work together to mitigate the effects.

Are there new working patterns that you can adopt, for example, flexible or short-time working? Are there new markets to explore. What do they know about that might be helpful?

But, be careful. There is a difference between sharing the pain so that together you can make a change  and creating panic. There is a big difference between creating a sense of urgency and throwing things into chaos.

Do your homework before you start.

You are the leader and you need to remain in the leadership seat. Keep your nerve. It won’t be easy but then no one said being a leader was easy! Prepare well – you will face some challenging questions!

Don’t be naive! When they leave your meeting or presentation, the rumour mill will get to work. So, follow up with good information. Keep the communications flowing about your plans. Always be prepared to answer questions and be available. There will be some questions afterwards that they wished they’d asked at the meeting.

If you have experience of creating a sense or urgency, please share your war stories.  If you have a change to make – I hope things go very well for you! In the meantime if you need help please get in touch, I’ve been there before you.

Meanwhile…

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Embedding Change

Embedding change

Embedding Change – Making It Stick And Creating A Culture

Embedding change – here are some ways to make sure the change in your organization is successful

  1. Give them the evidence Show people over and over that the change is real. Provide them with a steady stream of evidence to prove that the change has happened and is successful.  Set out to deliver real results at regular intervals in your change process and then tell people about them – don’t just wait for the big bang at the end. Get people involved and then get them to talk about their involvement.  Make sure everyone hears the news.
  2. Financial reward When loyalty and the joy of the job are not enough to keep people, they may need some financial or other rewards.  The promise of future reward may be enough to keep them engaged but make sure it isn’t too far out to be enticing — usually reasonable reward needs to be within a twelve-month timeframe. This risk is that when the reward is gained, you may lose them. If you want them to stay, you may need to keep a rolling “golden handcuff “ system
  3. Build change into formal systems and structures After a while, institutionalized things become so entrenched, people forget to resist and just do what is required, even if they do not agree with them.  So you can make changes stick by building them into the formal fabric of the organization, for example, in standards and personal objectives.
  4. Give them a new challenge A challenge is a great motivator that can focus people on new and different things. Get people to keep up interest in a change by giving them new challenges related to the change.  Make sure the challenges really stimulate them and keep them looking to the future.
  5. Reward people for doing the right things. A surprisingly common trap in change is to ask (or even demand) that people change, yet the reward system that is driving their behavior is not changed. Asking for teamwork then rewarding people as individuals is a very common example.  So when you make a change, make sure that you align the reward system with the changes that you want to happen.
  6. Rites of passage Rituals are symbolic acts to which we attribute significant meaning. A celebration to mark a change is used in many cultures, ranging from rites of passage to manhood for aboriginal tribes to the wedding ceremonies of Christian and other religions. Such ritual passages are often remembered with great nostalgia, and even the remembrance of them becomes ritualized.  When a change is completed, celebrate with a party or some other ritualized recognition of the passing of a key milestone.  You can also start a change with a wake (which is a party that is held to celebrate the life of someone who has died) to symbolize letting go of the past.  Create new rituals to help shift the culture to a new form. Use these, if possible, to replace the rituals that already exist.
  7. Socializing Build your change into the social fabric. A change that is socialized becomes normal and the ‘way things are’.  When something becomes a social norm, people will be far more unlikely to oppose it as to do so is to oppose the group and its leaders. Seal changes by building them into the social structures.  Give social leaders prominent positions in the change. When they feel ownership for it, they will talk about it and sell it to others.

If you have other ideas for embedding change and making it successful, please share them here.

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link

         

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