How To Manage Change At Work

 

Perpetual change is the one constant in the business landscape. Revolutionary scientific discoveries, breakthrough technologies, updated regulations, new leadership, shifting job roles, and relocation are just a few examples of major change in the professional world. The fact is, change is inevitable and necessary. Yet many employees aren’t prepared to embrace change.

Why is change so difficult? One reason has to do with our brains. The human brain is wired to scout for all that’s bad. How else would we identify a threat or discomfort? Yet Neuropsychologist Rick Hanson says the brain is like Velcro for negative experiences and Teflon for positive ones. That means we have a lot of negative associations to choose from when trying to assess a new situation, or “change”. Plus, we all suffer from what is called negativity bias, when the brain reacts more intensely to bad news, compared to good news.
Knowing that people can react poorly to change, leaders need to be very adept at change management.

But what exactly is change management? It has three parts:

1.    any approach to transitioning individuals, teams, and organizations

2.    using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation

3.    that significantly reshape a company or organization

Freddi Donner, executive coach and founder of Business Stamina, developed a valuable tool for managing any type of change in an organization. It is based on the word CHOICE, making its principals easy to remember.

C hoice

H elp Others

A ccept

N ew Normal

G row

E mbrace Feedback

Let’s go through each letter in more detail.

C | Make the CHOICE to Participate in a Positive Way

Since our brain is Velcro to negative experiences, we will gravitate toward negative perspectives if left to our own devices. This is true for the team, and true for leadership, since they set the tone for the transition.

But how do you actually make the choice to be positive rather than negative? Is it a mind trick? Not necessarily. Here are six quick tips to help you participate in change in a positive way:

Tips For Participating Positively in Change

1.    Look for or call a role model and observe how they react to change. They may be able to provide the blueprint for you to follow as you navigate new terrain.

2.    Visualize yourself facing the change successfully without stress. Research shows that visualizing a particular situation can create the same effects behaviorally and psychologically as actually experiencing the situation.

3.    Use music. The first-large scale review of 400 research papers in the neurochemistry of music found that music can improve the function of the body’s immune system and reduce levels of stress.

4.    Laughter is the best medicine. Really! Laughing releases endorphins, the natural feel-good chemicals in our brains. It can even temporarily relieve pain.

5.    Let it out. If you’re anxious about change, or even feeling angry about the transition, tell a co-worker or manager that you trust. Sometimes things are much worse in our own minds (negativity bias); speaking your fears out loud gives us a more accurate perspective on the situation.

H | HELP Others. It Gets You Into a Positive Frame of Mind

Despite your own trepidations, help others with different outlooks than your own. Identify an issue that is real, current and changing in your department, with your client, or in work groups you belong to. Ask yourself how you will help others with this change. Here are some tips to get you started:

Tips Helping Others Face Change To Get You Into a Positive Frame of Mind

1.    Lead change rather than fight it. As champion of the change, encourage others to become authors of the change as well. For example, if a change in software is happening, proactively start discussion groups with coworkers about what to expect and how to best face the process.

2.    Bring others into the conversation and allow them to contribute to the design of the change. This motivates everyone to say yes and move forward.

3.    Point out the upside to change around co-workers. This will help both you and your co-workers get into a more positive frame of mind.

A |  ACCEPT That This Change Is In Everyone’s Best Interest, Even If You Don’t Agree

Sometimes the wave of change is headed your way full force whether you’re ready or not. You can either let the wave crash against you, knock you down and pull you under, or you can face the same direction the wave is headed and catch a ride to shore. Make the decision to ride the wave (accept the change) and plan to make it to shore gracefully (plan on success).

When there is a change of environment, people experience a lack of control, which can be very unsettling. To make things easier, don’t resist; open your mind to acceptance. Here are some tips for accepting change, even when you feel uneasy.

Tips For Accepting Change

1.    Remind your team that change is made with lots of thought, even if they weren’t involved in the process.

2.    Stay internally calm and positive. There is nothing your anxiety and negativity can do to prevent the change from happening, so you might as well avoid the stress.

3.    Let go of any bad feelings you have about the situation and you will be more open to a smooth transition. Encourage others to do the same.

N |  NEW NORMAL Needs Communication

Facing a new normal requires a lot of communication. Go beyond words when communicating—use graphs, diagrams, and before and after pictures.

The most important part of communicating is truly listening. Listen to what is being said and what is not being said, in order to uncover the fears others are experiencing but cannot express. You can do this by watching body language and asking open ended questions. Here are more tips about communicating the new normal.

Tips for using communication to adjust the team to the new normal

1.    Start a conversation with two or three people at your organization about changes that are occurring.

2.    Use open ended questions (who, what, when, where, how) to uncover resistance or acceptance.

3.    Share your positive point of view.

4.    Observe the different perspectives (both positive and negative).

G | GROWTH Is Important When Managing Change

Change provides an opportunity for your team to grow. Yet with growth comes friction, awkwardness, discomfort, and uncertainty to those around you. Remember that you are part of the story and can influence those around you by modeling what change looks like in a positive light. Here are some tips for promoting growth during change.

Tips For Promoting Growth During Times of Change

1.    Work on improving your emotional intelligence (EQ).

2.    Maintain a strong and calm leadership presence with breathing and grounding techniques.

3.    Find commonalities in the group and leverage them to develop trust in your team.

E | EMBRACE Feedback So That You Know How To Stay In The Game

When it comes to managing change, not everything will go right the first time. That’s why feedback is so important. Truly listen to feedback so you can course correct along the way. It is the cheapest and easiest way to learn and grow!

But what if you don’t agree with another person’s point of view? Don’t dismiss it. Instead, find ways to “try it on”. For example, ask yourself, “What if this were true and I am just not seeing it?” This helps develop flexibility in your perspective and helps you become a wiser leader. Here are four tips for receiving feedback.

Tips For Receiving Feedback

1.    Manage your emotions; listen objectively to make sure you fully understand.

2.    Calmly evaluate and comment if the feedback is valid and can help you improve.

3.    Listen 80% of the time and speak 20% of the time.

4.    Don’t tune out and start “your own conversation”; you may miss some important points.

Do you feel ready to ride that wave of change? It may not be smooth sailing, but you’ll end up in a better place. Remember to choose to be positive, help others face the change, accept the changes that are happening, understand the new normal, see change as a growth opportunity for all and embrace the gift of feedback.

Have you faced major change in your organization? What was the most challenging part? We can all learn from each other.

 

Let’s share experiences. Leave a comment below, send me an email, or find me on Twitter.

 

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Diversity and Inclusion: Glossary of Terms

 

Diversity is a hot topic right now. Before you dive into diversity and inclusion conversations, it’s important to understand the terms and words you use in these crucial conversations. To help, we’ve provided you with this glossary of terms.

Access

Creating the necessary conditions so that individuals and organizations desiring to, and who are eligible to, use services, facilities, programs and employment opportunities.

Ally

A person of one social identity group who stands up in support of members of another group, typically a member of dominant identity advocating and supporting a marginalized group.

Bias

A prejudice in favor of or against one thing, person, or group compared with another, usually in a way that’s considered to be unfair. Biases may be held by an individual, group, or institution and can have negative or positive consequences.

Unconscious bias is an unconscious implicit association, whether about people, places, or situations, which are often based on mistaken, inaccurate, or incomplete information and include the personal histories we bring to the situation.

Culture

The behaviors, beliefs, values, and symbols that are passed along by communication and imitation.

Disability

A physical, mental or cognitive impairment or condition that requires special accommodations to ensure programmatic and physical access.

Diversity

Psychological, physical, and social differences that occur among any and all individuals; including but not limited to race, color, ethnicity, nationality, religion, socioeconomic status, veteran status, education, marital status, language, age, gender, gender expression, gender identity, sexual orientation, mental or physical ability, genetic information and learning styles. A diverse group, community, or organization is one in which a variety of social and cultural characteristics exist.

Emotional Tax

The combination of being on guard to protect against bias, feeling different at work because of gender, race, and/or ethnicity, and the associated effects on health, well-being, and ability to thrive at work.

Equality

Treating everyone the same way, often while assuming that everyone also starts out on equal footing or with the same opportunities.

Equity

Working toward fair outcomes for people or groups by treating them in ways that address their unique advantages or barriers.

Ethnicity

A social construct which divides people into smaller social groups based on characteristics such as values, behavioral patterns, language, political and economic interests, history, and ancestral geographical base.

Inclusion

The act of creating involvement, environments and empowerment in which any individual or group can be and feel welcomed, respected, supported, and valued to fully participate. An inclusive and welcoming climate with equal access to opportunities and resources embrace differences and offers respect in words and actions for all people.

Intersectionality

The intertwining of social identities such as gender, race, ethnicity, social class, religion, sexual orientation, and/or gender identity, which can result in unique experiences, opportunities, and barriers.

Marginalization 

Treatment of a person, group or concept as insignificant or pervasive and places them outside of the mainstream society.

Micro aggressions

Intentional or unintentional verbal, nonverbal or environmental slights/insults that communicate hostile, derogatory or negative messages to people based upon their marginalized group. Also known as Subtle Acts of Exclusion (SAE).

Multiculturalism

The practice of acknowledging and respecting the various cultures, religions, languages, social equity, races, ethnicities, attitudes, and opinions within an environment.

Neurodiversity

The concept that there is diversity in how people’s brains are wired and work, and that neurological differences should be valued in the same way we value any other human variation.

Power

Ability to control, coerce or influence people based on privilege identities. Power may be positional and provide access to social, political, and economic resources.

Privilege

Any unearned benefit, right or advantage one receives in society by nature of their identities.

Race

A social construct that artificially divides people into distinct groups based on characteristics such as physical appearance, ancestral heritage, cultural affiliation, cultural history, ethnic classification, and the political needs of a society at a given period of time.

Ready to talk about diversity and inclusion? Start by knowing and learning these diversity terms. Then practice, practice, practice. Practice makes conversations substantially more relaxed and less daunting!

Want to learn more about diversity and inclusion? Let’s share experiences. Leave a comment below, send us an email, or find me on Twitter.

References

https://www.catalyst.org/2019/05/30/12-diversity-inclusion-terms-you-need-to-know/

https://uh.edu/cdi/diversity_education/resources/pdf/terms.pdf

https://www.diversityresources.com/diversity-terms/

https://diversity.ucsf.edu/resources/unconscious-bias

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Seven Steps to Resolving Conflict in Crucial Conversations

 

It’s time to talk. Really talk. About the national and global issues that are impacting our changed lives, including Covid-19, civil unrest and returning to work or school. I don’t mean a quick chat; I’m referring to real conversations about tough topics where the stakes are high, the opinions vary and the emotions run strong.

In other words, this is a time for crucial conversations, a concept pioneered by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. We tend to avoid crucial conversations at work. However, it’s important to learn how to handle them productively and positively. So how do we do it? Use the seven steps to creating a successful crucial conversation.

Seven Steps to Creating a Successful Crucial Conversation

1.    Start with the heart

2.    Master your story

3.    Learn to look

4.    Make it safe

5.    State your path

6.    Explore the other’s path

7.    Move to action

1. Start with the heart: During the crucial conversation, start with the heart. Why are you having this conversation? Because you’re angry and want to prove your point? Or because you want to improve your working relationship? Focus on healthy goals like learning, finding the truth, and strengthening relationships.

2. Master your story: When managing crucial conversations, stick to concrete facts and avoid judgements about those facts. Instead of saying, “You’re late, again.”, try saying “This is the 3rd time you’ve been late in 3 weeks. What’s causing these delays?”

3. Learn to look: Look at your role in the situation before accusing the other person. How have you contributed to the problem and how can you improve it?

4. Make it safe: While engaging in crucial conversations, create safety which includes being fully present without distractions and avoiding dangerous phrases, such as “You always do this.” or “You never do that”.

5. State your path: Create an environment where asking for help is encouraged. State how you’d like the issue to be resolved and ask for help in finding that solution. Create an environment where asking for help is encouraged. State how you’d like the issue to be resolved and ask for help in finding that solution.

6. Explore the other’s path: Now it’s time to listen and hear what the other person wants. Looking at the other person’s perspective calms the conversation and helps move the discussion in the right direction.

7. Move to action: Moving to action plays a significant role in crucial conversation. What action steps have you both agreed to and how will you ensure those steps take root?

Three Tips for Successful Crucial Conversations

With practice, a crucial conversation can be simple and bring a positive outcome. Keep these three tips in mind:

1. Adjust your mindset: Gearing up for a crucial conversation can create anxiety. Instead of getting nervous, try to adjust your mindset to be more positive. A crucial conversation goes best when you think of it as a normal conversation in a normal day.

These types of conversations could trigger strained working relationships within the organization. To avoid the painful effect, be compassionate with yourself and the other person. No one is perfect so be gracious with those around you.

2. Listen: Listening actively before responding to the other person can often give you enough time to choose the right words. By doing so, you can address the right issues leading to fruitful conversations.

During the crucial conversation, listen deeply with an open mind. While listening to the other person’s points of view, you will get to know their needs and requirements.

After listening, acknowledge the other’s viewpoint. Expressing interest in understanding the other’s point of view helps clarify the difference between the perspectives.

The best way to listen in a crucial conversation is to keep yourself calm and relaxed. Don’t just rush into things. To keep yourself calm, try to take regular breaths and relax your mind. A relaxed mind helps you refocus, providing the capacity to absorb what the other person is saying.

3. Plan: Planning is an essential aspect of crucial conversations so make sure to understand all the factors related to your crucial conversation. Being prepared in advance helps you hold a simple, clear, balanced and direct conversation. Bringing a few notes is one technique; you could also role play with another colleague before the actual crucial conversation.

Ready to improve your crucial conversation skills? Start by asking for feedback on your ability to handle stressful situations, which will help identify your areas of improvement. Then practice, practice, practice. Practice makes crucial conversations substantially more relaxed and less daunting!

Let’s share experiences. Leave a comment below, send us an email, or find us on Twitter.

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