Keep up your maintenance

We all know the encouragements from the medical world to make sure you get regular check ups.

You go to your doctor at least once a year, probably the dentist twice a year, maybe some specialist for your eyes, ears or nose or other parts of the body, so you keep your body in good shape. You work out regularly and you try to eat healthy.

Even your pet probably gets taken to the vet a few times a year for shots or a check over and the car dealer sees your car every 3,000 miles.

Great! So how is it with your mental capabilities? Do you get regular updates on your knowledge about new stuff that is coming or changed philosophies and methods? You expect your doctor to get his regular updates in medical science, you know that some licences require a number of hours of continuing education per year, CPAs, teachers, HR folks with shrm accreditation etc. but how is that for you?

If there are no hard requirement do you actually make sure you update your knowledge on a regular basis. Can you afford not to do this? When things change, like you need to look for the next position, you will be glad you did. Also attending classes and conferences is a great way to meet others in a similar situation to either learn from each other or be re-assured that you are not alone with your issues at work.

Look at your resume, can you show a continuous path of learning and keeping your skills and knowledge up to date? What is the last book you read? Was it work related?

There are sites that claim to help you with keeping up to date, Get Abstract, Soundview or  What’s Best Next, and your consultants usually send updates on the newest information available.

Leave your team alone

No we do not advocate abandoning your team but rather, leave your team to do their work without your interference.

Most leaders get to their position as a result of their great performance in previous positions. When you are the person having all the answers and doing great work, there needs to be a transition before you can lead a department or team.

Your team is recruited, selected, educated, trained and experienced to do their work. They should not need your constant involvement other than providing direction and guidance.

It is most demotivating for your team members when you move into the process of doing the work and start dealing with the issues directly. Certainly if you were the person previously doing the work yourself it may be difficult to let go of the work, you have done and leave it to others that may do things differently.

manager on the field

Get off the field!

Getting the most out of your team happens when you leave them alone, however counter intuitive this may sound. Provide them with direction and guidance by setting the goals, tools and resources and get out of the way to see great things happen.

Monitoring the results is a key part of your role and you should have processes in place to ensure eventually the goals of the department/company get accomplished.

There is a delicate balancing act for you. Being involved enough in the work to be able to take responsibility for the work being done well is important. The other side of the scale is that you need to let go of being directly involved in the work and trust the processes and resources you put in place.

It is the equivalent of the coach, who is not supposed to personally enter the playing field but remain on the side and accomplish the results through the team he has recruited, selected, trained and encouraged. How are you doing this? What are your recommendations or tips?

Resistance to change

Are you resisting change, or are you creating change and need to work with your staff to get them to accept it?Time for change

Either way it is good to understand resistance to change, where it comes from and what can be done about it.

You may have read our contribution about Results being achieved by a balance between Quality of the proposed measure and Acceptance of it by those who are affected. This is where the resistance to change becomes an issue.

Changing just for the sake of it is not recommended, you need to have a good reason to change something or you will not be able to overcome people’s resistance to change. People are creatures of habit and generally do not like change all that much. My supermarket just adjusted the store layout. Although I can see how more convenient this is and how much more choice of different products I now have, it took me a while to like this improvement as I had to change my regular route through the store to get my groceries in record time. I’m similarly slow in accepting new windows version. Although they may be a great improvement, I stuck to windows xp until they withdrew all support.

When change eventually benefits the people who will be affected, it will be easier to work on their resistance and get them to accept the change faster. When the change however is great for your department or the company as a whole but not directly beneficial for the ones affected by it, you face a more firm resistance to change.

An example would be having to change the layout of a report that gets generated in your department to help other departments making a better use of the report.

Your staff won’t be impressed by your arguments about how great this is for other departments and how much more they will like your department. Making the case that this change will directly improve profitability and thus their bonus may also be a stretch.

So what can you do? Here are some recommendations:

Focus on the Future: Always focus on explaining the new situation, do not dwell on comparison with the old situation. We changed benefits for our employees rather dramatically but instead of making comparisons about what they would loose we made an effort to explain to them what they still had and the reaction was great appreciation as evidenced by our surveys.

Be  knowledgeable: Know what you are talking about. Without a detailed understanding of what the change means to your staff, you won’t have any credibility to make them accept the change.

Be inclusive: Involve your staff in making the change. This may sound a risky strategy but if you have the right parameters in place and have clear goal clarity for why the change is necessary you may be surprised in how much this will help them overcoming resistance to change and how you can get some of your staff helping as champions of the change.

Over-communicate with all involved. Make sure no misunderstandings or false conceptions about the change can exist. Take action on every rumor or sign you notice where the change is portrayed in the wrong way.

Address the ME-ISSUES first. People get very anxious when their livelyhood is threatened.

Reward making the change successful. Do not just take your staff changing their work for granted, reward them, either in a bonus scheme or if it is a smaller change just with a party to celebrate and recognize their work in making the successful change.