6 Strategies for Helping Your Team Manage Change

Change Just Ahead Green Road Sign with Dramatic Clouds, Sun Rays and Sky.You remember the old saying about the only two certainties in life, right? Death and taxes. Well, I think we should add a third: change. Life, by its very nature, requires change. All living things change over the course of their existence; there’s no getting around it.

Today, our organizations – businesses, churches, governments, schools, community organizations – experience change more rapidly than at any time in history. Technology has simultaneously shrunk the size of our world and sped up our interactions. Communication that 20 years ago would have taken several days to complete can now be handled in seconds or minutes. Our world is changing fast and leaders need to be effective change managers if they want their teams and organizations to thrive.

Here are six strategies for helping your team embrace and manage change:

1. Help them understand the need for change – Sounds like a no-brainer, right? Well, it’s amazing how many leaders launch change initiatives without their teams understanding why the change is necessary. One way to help your team understand the need for change is to share information openly. Leader’s are often afraid to share information if they haven’t figured everything out ahead of time. You need to be discerning in what you share and how you share it, but sharing information about the need for change will help your team understand the necessity for doing something different. If you help your team see what you see, know what you know, and understand what you understand, they will probably reach the same decision as you regarding the need to change.

2. Engage your team in planning the change – I love this quote: “Those who plan the battle rarely battle the plan.” Rather than going it alone and planning the change all by yourself, or limiting participation to just your closest confidants, pursue a high involvement strategy by getting more people engaged in the planning process. Involving your team creates a sense of ownership in the outcome of the plan, resulting in a higher level of engagement and commitment to the success of the plan.

3. Address the concerns of your team members – When faced with a change, people experience a series of concerns in a predictable and sequential process. The first stage is information concerns. Your people need to know what the change is and why it’s needed. The second stage is personal concerns. Team members want to know how the change will impact them individually. Will I win or lose? What’s in it for me? Will there be new expectations of me? The third stage is implementation concerns. What do I do first? Second? Will the organization provide the necessary resources? Will I have enough time? Will there be new training involved? It’s critical for leaders to address these stages of concerns to alleviate fear and anxiety so their team can embrace the change effort.

4. Give the team autonomy and permission to make changes – Undoubtedly your team will uncover details you didn’t consider. Make it clear upfront that you give team members permission and the autonomy to make minor adjustments along the way to better implement the change initiative. Of course there will be certain nonnegotiables that can’t or shouldn’t be changed, but give the team clear boundaries for what they can change so they feel more in control of the change process.

5. Create emotional moments to help the team “feel it” – This past week the Wall Street Journal published an article about basketball coach Mike Krzyzewski using “moments” to help his team of volunteer, highly paid NBA professionals develop a sense of pride, patriotism, and commitment for playing for Team USA during their professional off-season. Do the same for your team to build commitment for the change initiative. It might be a ceremony of burning an old policy manual that is being replaced by a new process, cutting a ceremonial ribbon for the new computer system being installed, or holding a party to celebrate the birth of a new team or department.

6. Be open to feedback and changing course – It’s impossible to think of every contingency when implementing a change initiative. You can be guaranteed that your plan will encounter bumps in the road and you will catch some heat for it. Be open to feedback and changing course if needed. Responding to feedback defensively by digging in your heels and refusing to listen to others will only cause your team to lose commitment and actually work against the success of the plan rather than working for it.

If you’re interested in additional strategies for making change stick, I encourage you to download this free white paper. Feel free to leave a comment and share your own strategies for managing change.

Posted in Change, Leadership | Tagged , , | 5 Comments

Trusting Someone Requires You to Confront These 4 Uncomfortable Truths

uncomfortable2No one disagrees that trust is an indispensable ingredient of strong, healthy relationships. In the workplace, high levels of trust increase productivity, efficiency, innovation, and profitability. When trust is low or absent, people avoid risk, decisions are questioned, bureaucracy increases, and productivity and profitability diminish.

However, there are some uncomfortable truths about trust we must confront. These difficult areas often hold us back from fully trusting others and enjoying the personal and corporate benefits of high-trust relationships. We often shy away from acknowledging or addressing these truths because they are exactly that – uncomfortable. But confront them we must if we are to grow in our capacity to trust others and be trustworthy ourselves.

Four Uncomfortable Truths about Trust

1. Trust exposes you to risk – Without risk there is no need for trust. When you trust someone, you are making yourself vulnerable and opening yourself to being let down. That’s scary! People are unpredictable and fallible; mistakes happen. We all know and accept that fact as a truism of the human condition. But are you willing to let the mistakes happen with or to you? Ah, now that’s where the rubber hits the road, doesn’t it? It’s one thing to be accepting of other people’s fallibility when it doesn’t directly affect you. But when it messes up your world? Trust suddenly becomes very uncomfortable and painful.

If you are risk-averse and slow to trust others, take baby steps to increase your comfort level. Start by trusting others with tasks or responsibilities that have no or minimal negative consequences should the person not follow through. As the person proves trustworthy in small matters, extend greater amounts of trust in larger, more important matters.

2. Trust means letting go of control – Most people assume that distrust is the opposite of trust. Not true. Control is the opposite of trust. When you don’t trust someone, you try to retain control of the person or situation. In a leadership capacity, the desire to control often leads to micromanagement, an employee’s worst nightmare and one of the greatest eroders of trust in relationships. Control, of course, is closely related to your level of risk tolerance. The lower your tolerance for risk, the higher degree of control you try to exert.

The truth is we really don’t have as much control as we think we do. I’m defining control as that which you have direct and complete power over. In many situations you may be able to exert some level of influence or control, but when you consider that definition, you really only have control over yourself—your actions, attitudes, values, emotions, opinions, and the degree of trust you extend to others. As I wrote about in this post, you can learn to let go of control and like it!

3. Trust requires a personal investment – Trust doesn’t come free; it costs you dearly. Whether it’s your acceptance of risk, loss of control, emotional attachment, time, energy, or money, trust requires a personal investment. Trust works best in a reciprocal environment. I trust you with something and in exchange you reciprocate by trusting me. It’s the very foundation of cooperative society and our global economy. Trust without reciprocation is exploitation. Whether or not you receive anything in return, trust requires a down payment in some form or fashion. From the perspective of earning trust from someone else, trust requires your investment in demonstrating your competence, integrity, care for the relationship, and dependability – the four key elements of trust.

4. Trust is a journey – Establishing trust in a relationship is not a destination; it’s a journey. It’s Mr. Toad’s Wild Ride as you experience the highs and lows of building relationships and nurturing the development of trust. Trust isn’t something you can mandate. In fact, it’s just the opposite. Trust has to be given freely for it to achieve its fullest power. Who do you trust more? The person who demands your trust and allegiance, or the one who earns it by his/her behavior over time? Since trust needs to be given freely, you can’t put a timer on its development. Trust grows according to its own schedule, not yours. Patience is a prerequisite on the journey to high trust.

It’s human nature to prefer comfort and safety, but trust is anything but comfortable and safe. Trust pushes us out of our comfort zones into the world of risk and uncertainty. Yet in one of the strange paradoxes of trust, confronting these uncomfortable truths allows us to achieve the very things we desire: safety, security, comfort, reliability, and predictability. Confront these uncomfortable truths about trust. You won’t regret it.

Posted in Leadership, Relationships, Trust | Tagged , , , | 9 Comments

3 Leadership Lessons from Market Basket CEO Artie Demoulas

demoulasIf your employees felt you were fired unfairly, would they walk off the job in support of you? Would they stage protests and rallies for weeks on end calling for your reinstatement? Would your customers choose to take their business elsewhere to show support to those employees and their cause?

That is what has transpired in the Northeast U.S. over the last six weeks and it provides remarkable lessons for leaders everywhere.

First, a little background. Arthur T. Demoulas (Artie) was fired as CEO of the Market Basket supermarket chain in June by a board of directors controlled by his cousin, Arthur S. Demoulas, in a classic power struggle of a family owned business. Employees staged protests, warehouse workers and drivers refused to deliver food to the chain’s stores in Massachusetts, New Hampshire, and Maine, and the company lost tens of millions in revenue as loyal customers took their business elsewhere. Customers showed their support by going as far as taping their grocery receipts from competing stores to the windows of their local Market Basket. After weeks of negotiations, Artie Demoulas reached agreement to purchase controlling interest in Market Basket and was reinstated as CEO.

As I’ve read various news articles and commentaries on this situation, three important leadership lessons have emerged:

1. A little caring goes a long way – Artie Demoulas has created a unique emotional bond with Market Basket employees that fosters intense loyalty. He is well-known for remembering names and birthdays, checking on the status of ill employees, inquiring about spouses and kids, and attending the funerals of employees. “He’ll walk into a warehouse and will stop and talk to everyone because he’s genuinely concerned about them,” said Joe Schmidt, a store operations supervisor. “He cares about families, he asks about your career goals, he will walk up to part-timers and ask them about themselves. To him, that cashier and that bagger are just important as the supervisors and the store management team.” People want to feel valued at work as more than just workers showing up to do a job. Make the effort to get to know your people on a personal level and you’ll see the rewards of trust and loyalty.

2. Business doesn’t have to pursue profits at the expense of people – Last year Market Basket generated $4.6 billion in revenue and has doubled their profitability since 2008, making it the country’s 127th biggest company despite being a regional chain that operates in only three states. The company pays its clerks starting salaries $4 above minimum wage and full-time employees earn 15% profit-sharing bonuses, all the while Market Basket’s prices are 22% lower on average than their closest competitor. “If there’s anything people should take from this, it’s that America is hungry for this kind of success story where everybody wins: the customers, the employees, and the people who run the show,” said Shawn Dwyer, a manager at the Burlington Market Basket store. Profits don’t have to come at the expense of people. Good leaders value results and people.

3. Work has a higher calling and purpose beyond a paycheck –  In his return speech to employees, Artie beautifully expressed this concept.

The workplace here at Market Basket is so much more than just a job.

You have demonstrated that everyone here has a purpose. You have demonstrated that everyone has meaning and no one person is better or more important than another, and no one person holds a position of privilege.

I have always believed that we are born into this world and at a certain place to be with certain people for a reason and a purpose. Everyone has a destiny, and because of you, I stand here with a renewed vigor and a sense of purpose. May we always remember this past summer first as a time where our collective values of loyalty and courage and kindness for one another really prevailed. And, in that process, we just happened to save our company.

You all have demonstrated to the world that it is a person’s moral obligation and social responsibility to protect the culture which provides an honorable and dignified place in which to work.

Leadership doesn’t have to be that complicated: provide a good work environment, take pride in your work, care about people as individuals and not just workers, and serve your customers well. It seems as though Artie Demoulas and the Market Basket employees have found a formula that works and it offers valuable lessons for leaders everywhere.

Posted in Commitment, Culture, Leadership, Success | Tagged , , , | 5 Comments

5 Benefits of Involving Your Team in the Hiring Decision

Thumbs Up GroupYou are making a big mistake if you aren’t involving your team members in the hiring decision of new employees.

Regular readers of my blog will know that over the last several weeks I have been knee-deep in the process of hiring a new team member (using my ten awesome interview questions as part of the process). Although I believe hiring a new employee is one responsibility a leader can’t delegate, I would be stupid not to lean on the incredible discernment and wisdom of my team members to help me make the decision.

I’ve found there are five key benefits of involving my team in the decision of hiring new employees:

1. It makes team members feel valued – Team members consistently tell me how much they appreciate being asked to participate in interviews and give their feedback on each of the candidates. By letting your team members have a voice in the hiring process, it signals that you value them, respect their feedback, and want the hiring decision to be a collaborative process.

2. It provides interviewing and decision-making experience for future leaders – Some of your individual contributors today will be your supervisors/managers of tomorrow. Having them participate in the hiring process now gives them training in interviewing techniques, experience evaluating candidates, and insight into how hiring decisions are made that will benefit them when they move into leadership roles. I’ve had it happen in my own team over the years and it has improved our success in hiring quality people.

3. It creates a sense of ownership in the success of the new employee – I’ve found team members take the responsibility of selecting a new teammate seriously. Because they are staking a bit of their reputation on the selection, they tend to be more invested in the success of the new employee and will work extra hard to prove they made the right decision.

4. It gives you a broader perspective on candidates – Hiring people is risky business. No matter how extensive the interview process, there is only so much you can learn about a candidate prior to him/her joining your team. Having more people involved in the interview process gives you a broader perspective and more insight into the candidate. Inevitably some of my team members see things in people I don’t, and likewise, many times they confirm the positive/negative qualities I’ve observed. Some of the worst hiring decisions I’ve seen in my career are those where the boss independently hired someone he/she was enamored with and didn’t seek the input of others. Leaders often aren’t aware of their blind spots, and getting more people involved helps prevent that problem.

5. It gives the candidate more insight into his/her future co-workers, team, organization, and culture – I view the hiring process as a two-way decision: I’m choosing a person to join my team and the candidate is making a choice to join my team/organization. Having exposure to more teammates allows candidates to get a broader taste of the type of people they’ll be working with and the culture of our team and organization. Candidates need to make an informed decision when joining an organization and interviewing with their future teammates is invaluable in that process.

I wouldn’t hire any new employee without the input of other people on my team. I pride myself on being a pretty good judge of character and talent, but I know better than to trust my opinion alone when making such a significant decision. I’ve found that involving my team in the hiring process has proven the truth of the adage that “no one of us is as smart as all of us.”

Posted in Decision-Making, Interviewing, Leadership, Talent Management, Teamwork | Tagged , , | 3 Comments

Put the SERVE Back in Public Service – 5 Ways Government Leaders Can Rebuild Trust

JFKIs it my imagination or was there once a time when government service was considered a noble and worthy endeavor?

Elected representatives, appointed officials, and even hired employees viewed public service as a calling rather than a job, inspired by ideals such as self-sacrifice, civic duty, compassion, patriotism, and social justice. President John F. Kennedy’s call to “Ask not what your country can do for you; ask what you can do for your country” epitomizes these lofty principles of public service.

I’m sure there are many individuals in government service who still hold to these ideals, but our government leaders as a whole seem to have lost sight of their role to SERVE the public interests. Instead, many of our governmental leaders seem to think and act like government exists to serve themselves rather than the public. As a result, Americans have developed a chronic sense of mistrust toward government. Just last week a new CNN poll reported that only 13% of respondents trust the government to do what is right almost always or most of the time, and 10% never trust the government.

So what can government leaders do to regain the trust of the citizenry? They can start by putting the SERVE back into public service.

Start listening – There seems to be an awful lot of talking going on in Washington but not much listening. Trusted leaders apply Stephen Covey’s fifth habit: Seek first to understand, then to be understood. Taking the time to listen to the needs, concerns, and feedback of your people, and incorporating their ideas where appropriate, builds trust in your leadership. Listening to others signals that you value them as people and believe their ideas have merit, whereas constantly talking makes you come across as an uncaring “know it all.”

Embody the ideals of public service – A leader’s actions are a reflection of his beliefs and values. Do the actions of our leaders in Washington show they deeply value the ideals of self-sacrifice, honor, duty, and compassion? Leaders build trust by acting with integrity. That means they hold honorable values, and more importantly, live them out. They walk the talk and not just talk the talk.

Realize it’s not about you – Our governmental leaders are supposed to be public servants. What is the attitude of a servant? It’s one that places the needs of others ahead of his own. Public service should be servant leadership in action. Servant leadership doesn’t mean a mamby-pamby, weak style of leadership that lets “the inmates run the asylum.” It means the leader charts the vision and direction of the team and then works to provide team members the resources, training, direction, and support it needs to be successful.

Veto your ego – Ego is the enemy of public service leadership. Leadership positions in the government often bring access to high levels of power, and nothing is more tempting to the ego than power. Leaders have to actively guard against letting their ego get out of control by surrounding themselves with truth-tellers, people who aren’t afraid to share the unvarnished truth. Too many leaders in Washington have insulated themselves with “yes men,” people who believe and think alike, and that allows group-think to reign and egos to run wild.

Engage in transparent leadership – It’s hard to trust leaders who don’t share information about themselves or the organization. Information is viewed as power, and too many leaders withhold information so they can retain power and control. Withholding information also sends the subtle message that a leader believes people can’t be trusted to know or use the information appropriately. People without information cannot act responsibly, whereas people with information are compelled to act responsibly. Transparent leadership doesn’t mean all information is shared at all times with all people. It means leaders and organizations share information in an honest, forthright manner as appropriate for the situation at hand.

Public service is a noble profession that deserves leaders of the highest caliber. Putting the SERVE back in public service is a way for government leaders to get back to basics, to the ideals of what public service once was and still deserves to be.

You’re invited to join me on August 20th, 2014 at 11:00 a.m. Pacific, for a free webinar – Four Leadership Behaviors That Build or Destroy Trust. With a special focus on governmental leaders, but applicable to leaders in any organization, this session will help you recognize the warning signs of low trust and learn a model and process for building high-trust relationships and organizations.

Posted in Distrust, Leadership, Trust | Tagged , , | 7 Comments