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How to Lead Change in Your Organization

How to Lead Change in Your Organization

Lead Change

    Change is the biggest constant in today’s business world. Even charities and educational organizations are finding that they need to constantly innovate not only to compete for donation dollars, clients, and members, but to remain relevant to the changing social landscape around them as well.

    But people hate change. Right? The management literature is loaded with tales of corporate innovation gone awry – product launches flubbed, reorganizations that caused productivity to plummet and workers to flee en masses, hideously stupid morale programs that mandated chipperness and received resignations in return, and so on. When workers at any organization get together, they swap stories of corporate inanity, laughing at each other’s tales of programs too stupid to have been thought of in the first place, let alone implemented – yet they were.

    No, the common wisdom goes, people don’t want change. They want the steady footing of corporate constancy.

    A vast number of books have been written about how to resolve this problem: companies need change, but workers hate it. Graduate management programs dedicate countless semester-hours to coping with this conflict. Executives wring their hands over the tension between their needs and employees’ unwillingness.

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    All for nothing.

    As Michael Kanazawa, author of Big Ideas to Big Results points out in the title of his new e-book at ChangeThis, people don’t hate change, they hate how you’re trying to change them.

    People LOVE change

    People don’t hate change, they love it. Workers constantly seek promotions and new job responsibilities. They buy self-help books and personal development books seeking to become better at their jobs. They launch their own businesses. They change companies and jobs, they even change careers, all for the sake of breaking out of unsatisfying routines and gaining control over the conditions of their own labor.

    People love change, they just hate having change rammed down their throats. They hate being sold a bill of goods, and too many corporate innovations feel like a bill of goods to the workers expected to implement them.

    Three principles for change people love

    Kanazawa got his start as a corporate strategist at the same company where Scott Adams gave birth to Dilbert. I think it’s safe to say that Pacific Telesis was a company that got change wrong. Repeatedly. Much to our general amusement.

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    Frustrated by the ham-handed – and almost always unsuccessful — way that change was managed there, Kanazawa sought out a different way of approaching change. In People Don’t Hate Change, he lays out the three principles companies need to embrace to create real innovation that their employees will get behind:

    Do more on less

    Workers fear the latest new program to come across their desk because they’ve learned that change means more work – for them. These fears are confirmed when management invites them into the conference room or meeting hall for the inevitable “pep rally” and gushes about the new program – and then tells them that they must “do more with less”.

    It appeals to our core values of thrift and efficiency, this idea of doing more with less. It sells us – a little. But in the end doing more with less is impractical. Employees end up overtaxed by new responsibilities, frustrated by lack of resources, and resentful about all the work they’re doing with no extra compensation.

    Instead, Kanazawa suggests that management demonstrate clearly what the new priorities are, and what is no longer a priority. Give workers a clear sense of what they should be focusing on, and get rid of the rest. Outsource it, or better yet cut it entirely.

    Doing more on less means doing more work, more thinking, and more activity on less stuff. It means focusing employees’ efforts where they count, instead of splitting their attention twenty different ways.

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    There’s no such thing as buy-in

    Companies know the value of “buy-in” when pushing radical new programs. Buy-in is that sense among workers that they hold a stake in the success of a project, that it’s theirs, somehow – they’ve “bought into” the new program.

    Typically, companies will assign a leadership team, outside consultants, or project group in a division to design a new program. Once the plan is finalized, they’ll go to the employees who will be responsible for implementing the new plan for a buy-in meeting. They “sell” the plan, and employees “buy in”.

    Except, they don’t. They may think it’s a great idea, they may be enthusiastic about it, but in the end, it’s not their plan.

    Kanazawa advocates a different approach to innovation – bring employees in from the start, rely on their practical experience and expertise and incorporate their ideas into the plan. Follow their lead.

    When workers are instrumental in creating change in their organization, there is no need for buy-in because the ideas are already theirs.

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    Leadership is not about you

    A year ago, I debuted at Lifehack with a post on leadership, saying that leadership wasn’t about power, it was about empowering others. Kanazawa concurs, writing, “Leadership impact is not about how aggressive, decisive, and visionary you are, it is about how you bring that out in others.”

    By empowering those around them to do more, true leaders drastically increase their own leadership power – their power scales with the ability of those around them.

    It is important for leaders to have vision, authority, and ambition, but it is more important for them to reach out to others all along the chain of command to make sure that everyone feels involved in the process of change. Leaders who don’t do this, who attempt to impose their vision from the top-down, might manage to achieve something that looks like their vision, but which is hollow and empty.

    Make change lovable

    I’ve had Kanazawa’s book in my “to read” pile for a while, and I’m anxious to make time to read it. In the meantime, though, People Don’t Hate Change, They Hate How You’re Trying to Change Them gives a good introduction to the approach to change that Kanazawa has developed since leaving Dilbert-land. Keeping Kanazawa’s principles in mind can help any organization to leverage the love that people already have for true, meaningful change – instead of working against that love and forcing their employees into a reactionary, self-defensive position.

    And that dissolves entirely the tension between companies’ need for change and workers’ distrust of it. When you make change lovable, there’s no need for hand-wringing.

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    Last Updated on October 15, 2019

    Is Procrastination Bad? The Truth About Procrastination Revealed

    Is Procrastination Bad? The Truth About Procrastination Revealed

    Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

    Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

    There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

    Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

    Why we procrastinate after all

    We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

    Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

    Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

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    To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

    If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

    So, is procrastination bad?

    Yes it is.

    Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

    Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

    Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

    It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

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    The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

    Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

    For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

    A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

    Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

    Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

    How bad procrastination can be

    Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

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    After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

    One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

    That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

    Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

    In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

    You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

    More consequences of procrastination can be found in this article:

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    8 Dreadful Effects of Procrastination That Can Destroy Your Life

    Procrastination, a technical failure

    Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

    It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

    It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

    Featured photo credit: chuttersnap via unsplash.com

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