We’ve ALWAYS done it this way…
November 9, 2007
It is a standing joke… and a standard defensive response. When presented with the possibility of change, humans retreat to routine. Whether it is a conscious decision or an unconsious one, we all do it. So how do you encourage and embrace change in your organization?
There are many consultants out there that claim they can help you and your organization “embrace change”. What is it that they are trying to accomplish? Are you and the consultant trying to impose chaos over structure? And if you are, what makes you think anyone would embrace that, given that human nature thrives on structure?
I say “structure” with purpose. Not necessarily “routine” but structure, framework, organization. It means that if you want people to process change effectively, it must be structured in a way that they can see what the results are supposed to look like. The need to see what the goal is for the change – to have a clear vision of where they are going and what it will look like, feel like, smell like….when they get there.
Great leaders all have the ability to share the vision of what the change will “lead” to – good leaders are at least able to convince their team that they know where they are going and elicit trust in themselves personally that gets everyone to the end goal. You probably have experience of good and not-so-good leaders. History demonstrates all kinds of leaders if you need some examples.
Think you have what it takes to be an agent of change? If you think you are able to structure change successfully – test yourself. Try getting a tired 3 year old to take a nap.
If you can do that – you probably have what it takes!
Gravity – it is just a theory
November 9, 2007
I hear a lot of theories in my line of work. Consultants hear them and propose them. It’s part of what we do.
They are not always called theories. Sometimes we call them strategies, sometimes they are called business plans. They amount to the same thing – they require a certain understanding of concepts that most people take for granted. Like the many scientific studies that report on subject matter that seems to be common sense, many theories in business seem to address ideas that should be self-evident.
“Customer Service” like “Gravity” is a theory that people do not concern themselves with unless they are confronted by an ugly situation involving their expectations about that theory. For example – when you hit turbulence while sitting in a plane that is 10,000 feet in the air – suddenly you are reviewing everything you ever knew about gravity and the way airflight finds a loophole in the whole theory of objects falling. Likewise, until a customer threatens to pull their business from you, Customer Service is simply taken for granted. And if that customer represents a large percentage of your revenue, you will find yourself in a freefall situation, wondering if the oxygen masks will be making an appearance anytime soon.
Before you get to the panic point, if you are a business owner or a department manager, set aside a time monthly to review those theories (or plans or strategies) that might need a plan B… just in case.
I don’t fly with a parachute available, but I do always know how many seats away the nearest exit is, so if the lights go out and I need to find the exit, I can count my way there. Likewise, if I am dependent on one client – I take pains to safeguard that relationship and to develop alternative business opportunities.
