Change is hard at the individual level. The difficulty is multiplied in organizations. Change causes discomfort, even if it is a welcome change. We experience a loss and grief as we say good-bye to a familiar way of doing things and relating to others. The chaos and uncertainty of transition is disruptive and disconcerting. Finally, we are anxious about the risk associated with the change – do we have the skills to succeed? These are normal reactions to change, whether we perceive the change as good or bad.
Tap into Talent
Author: Diane Hamilton, Date: 4/26/2012“I would rather be surrounded by smart people than have a huge budget. Smart people will get you there faster.”
— former McKinsey associate as quoted in The McKinsey Way by Ethan Rasiel
I recently conducted some interviews and focus groups for one of our clients. They have been experiencing a lot of change over the past several months. Like so many others, they have faced budgetary cutbacks, downsizing, and trying to do more with less. Conducting this assessment was an opportunity to help them better understand current perceptions and lay the groundwork for managing ongoing change.
Increase Resiliency in Your Employees
Author: Diane Hamilton, Date: 2/28/2012It is no secret that the pace, speed and complexity of change is greater than ever before. According to some sources, the estimated rate of change doubles every 10 years. This accelerated pace of change requires more adaptable workers and nimbler organizations. Resiliency has become a core competency for employees at all levels. It is important to recognize that as a leader, you help create an environment which contributes or detracts from employees’ ability to be resilient.
Employees are more resilient when they work in environments characterized by support, trust, and open communications. What do you do to create this environment?
Willpower is Not Enough
Author: Paul Dillenburg, Date: 1/10/2012As January begins, and your New Year’s resolution is fresh in your mind, your will to complete your stated goal is strong. You’re focused, energized, and determined. If you are like many individuals that struggle with your resolutions, if I checked back in March, you’d be much less energized, not quite as determined, and possibly focused on other priorities. For many, the inability to stay on track and see a resolution through to completion is a sign that you lack will power, and will power is all that is needed to meet a goal. The good news is that will power is only a small portion of the equation to success.
A Guide to Implementing Change
Author: Diane Hamilton, Date: 9/27/2011Organizational change is difficult; yet, change is imperative to remaining competitive. Studies suggest that change efforts fail for a number of reasons, including:
• Changes are not anchored in corporate culture.
• A compelling business case is not made.
• The organization is not prepared for the change.
• The change vision is unclear; outcomes and measures are not well defined.
• Leaders fail to plan for and accomplish short-term wins.
• Communication is inadequate.
• Executives do not get personally involved in leading the change effort.
While change initiatives are often complex, we offer a few quick ideas to increase the success of your next change effort:
Learning About Change From the Hoo Doos
Author: Diane Hamilton, Date: 5/10/2011
I took a vacation several weeks ago and explored Zion and Bryce National Parks. Both parks were magnificent—fabulous hiking with beautiful scenery and breathtaking views.
At Bryce Canyon you’ll find spectacular rock formations called hoodoos (tall, skinny spires of rock protruding from the bottom of the canyon). They range in size from a few feet to heights exceeding a 10 story building.
Hoodoos are the result of change at work—a constant weathering process—water freezing and expanding to pry open cracks bit by bit making them ever wider. (Bryce has over 200 freeze/thaw cycles in a year.)
Resistance to Change
Author: Paul Dillenburg, Date: 8/10/2010A few months ago I was in a coaching meeting with an individual that was new to their organization. This individual was brought into the organization as a subject matter expert and was finding resistance to the ideas he was attempting to implement. As our conversation continued, he described a scenario I have heard others in multiple organizations convey, “Our leaders don’t think my new way of doing things will work in this organization.” As I listened I could hear the disappointment and frustration begin to build in his voice. He clearly saw his ideas as being attacked and took this to mean his technical expertise was in question.
