Agile Change Management: The People Impact

/0 Comments/in , , , , /by


In recent years, the world has gotten more complex and uncertain, and organizations cannot keep
doing what they have been doing and expect different results. Many organizations have begun to
adopt a more entrepreneurial mindset to stay competitive, but with that comes a faster way of doing things that many employees are not used to.

Managing change successfully in an agile environment requires an understanding of the similarities and differences to managing change in a traditional (waterfall) environment. While people and their reactions can be similar in either environment, the approach change leaders take in delivering change management activities is different.

Today we are seeing an increase in agile change management methodologies on projects that used to use the traditional (waterfall approach). What exactly is the difference between the two change
management approaches? While agile and traditional (waterfall) change management are two
distinctive methodologies of processes to change management projects. Agile, traditionally centered around software development, is an iterative methodology that incorporates a cyclic and
collaborative process and emphasizes adaptation along the project lifecycle While traditional
(waterfall) is a sequential methodology that is also collaborative, but tasks are generally handled in a more linear process and emphasizes milestones to determine if a project is moving forward.

While people and their reactions can be similar in either environment, the approach change leaders take in delivering change management activities is different. People are people. Plain and simple. Just because an environment is running at an accelerated speed does not change that. Psychological human reactions to change are the same, most of what they need is the same, and even most of what we do to help them is the same in any type of environment. Regardless of whether the change is happening in an agile or traditional (waterfall) environment, there are specific contributors that lead to the success of a change initiative, including engaging change management in early stages of the project, consistent communications, ongoing leader engagement and celebrating early wins in the project.

However, in a fast-paced change environment, there are some unique challenges and circumstances that alter the way we help people transition during change. Due to the iterative nature of agile projects, flexibility is key. When change managers are working on an agile project, they need to be more flexible and adaptable, while at the same time be more focused and efficient.

When working within an agile environment, it is important to look at the culture. Does the
organization have a history of using traditional (waterfall) change management approaches? If so,
there may be an increase in resistance from employees within when agile is introduced. Making sure that the organizations culture is in line with agile practices and processes is key. Often employees within these environments, where agile has not been done, are used to the status quo and a slower more linear, often top-down way of doing things. The speed of change in an agile environment can increase the stressors in employees that are now being asked to change at a faster pace then they are used to.

Even if the status quo is no longer effective, people often prefer the predictability, perceived sense of control, tradition, and established way of doing things as they have always been done, because they fear that change endangers their place or role within the organization. By introducing agile projects at a slower pace at the onset can be effective in creating a new mindset.

The people side of change, even in an agile environment is still paramount to success. Change
managers need to have continuous engagement with agile teams to make sure they are keeping up
with the technical aspect of the project. Stakeholders also need to be continuously engaged to keep
the project moving forward. One of the greatest challenges when working on an agile project is the
strategic side of people which can be overshadowed by the technical aspect and needs of the project. Making sure that both sides are engaging and collaborating often are paramount in the success of the
project.

Many of the same tools used in the traditional (waterfall) change management approach can be
utilized in the agile environment, but in a more compact form. Tools can be especially helpful in the
fast-paced agile environment as they can help keep the project focused and moving forward. By
utilizing similar change management tools regardless of the change environment an organization can
build familiarity that can help ensure people are ready, willing and able to work in new ways. Tools
like the people impact scan can be helpful in agile projects by assessing how employees within the
organization will be impacted. Agile is cyclical and the stages often overlap. The plan or do phase can
overlap with an iteration/sprint/planning cycle and you could still be completing or using some
planning tools when you begin to use some doing tools. Understanding how this impacts people
within the organization can be helpful in ensuring sustained change.

The People Impact Scan measures the impact the change will have on people within the organization. It is used to determine how the changes will impact people who work within the organization and to identify and focus agile change management activities. The People Impact Scan should be conducted as soon as the changes have been identified or even while the changes are being formulated. The scan can be repeated every time a new set of changes is identifies. This process should take no more then a couple hours for each iteration/sprint/planning cycle. By understanding the needs of employees, engaging throughout the project, and utilizing tools organizations can create new mindsets and see success and sustainable results in an agile environment.

The People Impact, along with Change Guides suite of change management tools can be found at
www.changeguidesllc.com.

Understanding the Impact of People in Traditional Change Management

/0 Comments/in , , , , /by

by Shannon Long, Consultant at Change Guides

Successful change management is the discipline of driving business results by changing behaviors. Whether you are launching a new technology, business process or completing a large-scale merger, leaders need to understand and prepare for the human element and emotional responses the dynamics of change create.

We have several clients that have been successful brick and mortal retailers for a long time. Those clients are now learning how to be online retailers. You can read this post about the eCom Babes price if you’re also starting an eCommerce business or looking to take your existing eCommerce business to the next level.

For an organization to grow they must constantly be pursuing change.  Managing change can be tough. Not everyone within an organization may agree on the factors that lead to successful change. But one thing that is certain is that change impacts people. Regardless of the change, it can have a significant impact, both positive and negative, on individuals within an organization. When change is positive, it can increase employee morale, productivity, and engagement. Yet, when change has a negative impact, there can be in increase in stress, anxiety, and resistance.

On top of it, those being affected by change are often faced with multiple changes congruently. Behavioral reactions are not one size fits all. In psychology, the emotional responses to change are often described on a spectrum of complexities. In change management, we often describe it on a commitment curve which shows how people react and evolve over time as change occurs in an organization. Commitment is critical when seeking organizational change. It reflects the degree to which people have incorporated new mindsets and behaviors into new ways of working. Commitment is what links people with the change process. The commitment curve has 4 phases: Shock/denial, anger/fear, acceptance, and commitment. With knowledge of the commitment curve and likely responses to commitment, change leaders can plan how to minimize the negative impacts of the change and help people adapt to it more quickly.

But, as organizations and change leaders are faced with larger, more complex, and fast paced changes, coupled with budget cuts, reduced employee resources and deadlines, it is easy to overlook steps in the process. One of the biggest mistakes that many organizations make when implementing organizational change initiatives is overlooking the critical step of bringing change management to the table early in the process. Often the importance of the people impact is overlooked or not given enough attention and why many change initiatives ultimately fail.

To achieve positive results, you ultimately need people who are committed to success, motivated to get results and who possess the knowledge and tools to get things done. People naturally resist changes to the status quo. New ideas and mindsets about how to work and an individual’s role within the organization can create uncertainty and stress.

We tend to look at change at a bird’s eye view, but most changes happen on the ground level. The success of the change is often on the shoulders of the employee’s working day to day at the ground level. Yet, organizations often look at change at the enterprise level. Employees within an organization who engage in the change management process are more likely to embrace and feel like they are a part of the change, and they will be more likely to support it.

Let’s take a closer look at the impact of people on change. Unlike technology, workflows and business process, people are unpredictable. And understanding the needs of the target audiences will differ from project to project.  Change may force people into new roles and new ways of doing things. At the same time, change makes people give up established and valued ways of functioning; for many individuals, their sense of identity is linked to these established behaviors. When change is forced upon an individual or organization, there may not be sufficient time allotted for adjustment to new behaviors or letting go of traditional roles.

We know that many projects fail for lack of effective change management and commitment. We know that change management is every bit as important as project management. Yet, change management is often brought on well after the project management. Understanding the importance of bringing change management to the table early and utilizing tools at the onset of the project can often lead to a successful and sustainable implementation. Your challenge as a change leader is to apply effective change management principals and to anticipate and manage resistance.  Defining the impacts that change has on individuals early in the project can give clarity into the change plan and the activities needed to facilitate the change. This is crucial because it leads organizations toward increased outcomes and sustainable change.

There are many changes management tools that can be utilized within a project. The People Impact Assessment is one tool that can be used in the planning phase. It measures the impact that change will have on the individuals within the organization. Defining and planning for the impacts of change on individuals is crucial in any change management initiative. Utilizing tools, like the People Impact Assessment, among others, can help gauge the overall state of the organization at the onset of the project which can further help define and develop the change plan. This can help mitigate risks and foresee potential obstacles that might prevent the success and sustainability of the project. While change management is about moving organizations from the current state to the future state, understanding the impact on individuals at the onset can create a clearer picture on how to support the individuals through the change process.

The People Impact Tool, along with Change Guides suite of change management tools can be found at www.changeguidesllc.com

Motivation: The Key to Sustainable Change

/0 Comments/in , , , , /by

by Shannon Long, Consultant at Change Guides

Every time you blink you change. Literally. Change is so constant, you barely notice, unless it is a turning point. That is a change you remember because something—your point of view, your responsibilities or maybe how you do business is now affecting you in a new way. Anything can serve as a turning point—and it can be planned or unplanned.

So, what makes people want to change? At the end of the day, people are people. It doesn’t matter what
industry or position, professional or personal. We change when we have the motivation to do so. We change when we want to change. To help people, change and sustain the change, you need to tap into their individual motivations. I think a mistake that many leaders and change practitioners make is not recognizing the importance of individual motivation. This needs to be intrinsic to any long-term sustainable change.

How do you do that? It’s simple. You ask. Tapping into the Pareto Principle, 80/20 rule, can be key. 20 percent of effort creates 80 percent of results. If you want sustainable change you need to tap into individual’s 20 percent. We usually do what we are motivated to do first. People put their best efforts where they feel successful, included, engaged and part of the process. Research has shown that the longer someone is in a career, the less important innate ability (i.e., intelligence)
is and the more important motivation becomes. Jim Taylor, Ph.D. surmised that it is internal or external drive that prompts a person to action. It is the ability to initiate and persist toward a chosen goal. Being able to pursue change in the face of obstacles, boredom, fatigue, stress, and the desire to do other things…doing everything you can to make the changes you are motivated to make. By joining the 카지노 커뮤니티 , you will have the opportunity to enjoy the advantages of playing casino games.

We talk a lot in Change Management about getting buy in from stakeholders, typically management and
executive leadership. But the people that you really need to get buy in from are the ones that are usually
plugging away doing the day-to-day work and often who the change in an organization affects the most. The nuts and bolts of the organization. And often the last ones to hear about the change.
What motivates the people within your organization? We live in a very individual-centric country, but often organizations overlook that, and rather address individuals in terms of titles, departments, business units, all motivated as a whole. But all those groups are made up of individuals, with their own thoughts, ideas, feelings, and motivation to change.

People are motivated differently, whether that be power, influence, self-mastery and growth, recognition, and approval, helping others, rewards and/or money or passion. Knowing what motivates someone will help set them up for successful and sustainable change. But often leaders don’t take the time to do so and assume that everyone is motivated by the success of the organization or by the things that they themselves are motivated by.

As Stephen Covey’s writes in The 7 Habits of Highly Effective People “seek first to understand, then be
understood.” The key to understanding the motivators of people within your organization is to listen rather than talk at or assume. While listening is an essential part of communication, once you’ve heard what motivates your employees it is important to work with them to mutually discover how their motivations align with the overall change objectives of the organization. When areas of synergy are identified, successful change can occur. Why is the relationship between motivation and change so important? Because a high level of motivation will ensure readiness for change in which will, in turn, ensure sustainable results. Consider playing casino for a change. You may visit website for a list of all the best non Gamstop betting apps where you can enjoy the UFABET เข้าสู่ระบบ.

Motivation Matrix

Every person has different motivation that drives them toward change. The Motivation Matrix
breaks down motivation along two dimensions: internal vs. external and positive vs. negative.

The resulting four quadrants can each provide motivation but will produce different
experiences and outcomes.

Internal-positive: Challenge, desire, passion, satisfaction, self-validation (likely outcome: successful sustainable change)

External-positive: Recognition and appreciation from others, financial rewards, (likely outcome:
some change, dependent on others for sustainable change)

Internal-negative: Threat, fear of failure, inadequacy, insecurity (likely outcome: some change, may not sustain)

External-negative: Fear of loss of job, insufficient respect from others (likely outcome: some change, may not sustain)

Employee engagement and transparency is key to creating a culture where people feel that they can express their thoughts, feeling and ideas and will lead to employee motivation and a higher success rate of sustainable change. Even if people do not agree with the change. Having a better understanding and feeling part of the process and that you have been heard, can often lead to an individual’s motivation to change as part of the collective group. The key is having empathy and understanding a person’s motivation, what is important to them and how the change affects everyone specifically

Transitioning Employees Back to the Office: What Companies need to Consider

/0 Comments/in , , , , , , /by

by Shannon Long, Consultant at Change Guides

The Covid pandemic has indeed transformed the business landscape in unexpected ways. Companies and their employees were suddenly thrust into a new way of working without much guidance, adapting to remote work and virtual collaboration. However, as organizations were gradually getting accustomed to this “new normal,” some employees may have faced challenges, including issues like unjust firing by your superiors, which only added to the complexity of the situation. Now, in recent weeks, we’re witnessing a shift as companies begin to push back on remote work arrangements, and some employers are moving forward with return-to-work dates, creating a fresh set of dynamics in the evolving workplace environment.

Thus, many employees are getting mixed messages. Companies are giving “back-to-office” start dates and then constantly changing the message.

Change is hard but change with no warning or planning can be even more difficult.  Many employees have become accustomed to working remotely. To create successful change, employers need to understand that people are going back to a different kind of office, and they must be prepared while employers also have to cover employees with the help from  an expert like this workers compensation lawyer Vegas.

Be Aware of the Pros and Cons

The roadblocks in the past that kept companies from allowing people to work from home have shown that people are adaptable. And many employees have proven that they can get their jobs done quite successfully remotely. Some companies also saw residual benefits from lower overhead costs, to a more productive workforce, as people did not have to commute and were often able to have flexibility in their workday. People have gotten comfortable to the new norm, and many people have adjusted their lives to work from home. Employers need to be conscious of how their employees will be affected overall. To give your employees peace of mind, implement a vaccine validation system to ensure their safety. There are pros for being in the office a well. Our human need to interact with others and the social component and camaraderie that helps make people and teams successful is lacking. There is something to be said about human connection.

Once employees are back to the office, you need to consider a lot of things for your business as well. For example, the energy cost that you will have on your monthly bill. So start looking for the Best business energy prices before everyone goes back to the office again.

Importance of Employee Engagement

Now, as companies are bringing back employees to the office in a post covid world, it is important to keep employees engaged in the process. One of the most compelling components of change management is answering the “why” or “what’s in it for me”

People don’t resist change; they resist being changed. It is more important than ever to empower people through the transition of going back to the office. Leaders and decision makers need to encourage employees to part of the decision-making process. People do not buy into information and processes that they do not understand. By creating a vision of what people can expect in the near and long term, frequent check ins, being transparent and providing clear messages throughout the process can make a world of difference during the transition back to work.

If you need additional employees now that you’re transitioning back to office setup, you may want to work with a temp agency to help you find qualified candidates. Using a local placement agency can be a cost effective and efficient way to hire compared to in-house recruiting, providing you’re getting the most from your agency.

Employers must remember that employees will have varying levels of comfort and take that into consideration. Having a transition plan in place is key. Employees will be concerned with everything from their own health, whether those around them have been vaccinated, whether they will have to wear a mask, maintaining social distancing, entry and exit procedures and processes around when people should stay out of the office, etc.

At the end of the day, some people may decide that they do not want to return to the office. HR departments will have to have consistency in communication and messaging to employees and what their options or consequences of not returning are. Giving people as many options as possible about when and how they come back to work is important.

Be Empathetic to Employees Needs

People want to know that their voices are heard and that their employers care. Beyond understanding of new processes, plans, protocols, or the bottom line, people want to feel that their emotional and physical wellbeing, and values and needs are being considered. Giving people a voice and a platform and making them feel that are part of the process in creating the solutions. It is easy to make rules and point to state and federal guidelines and protocols. But, making employees a part of the how will only lead to positive changes and a happier workforce. Making sure that communications are consistent and being delivered with empathy and compassion can lead to successful change and sustainability.

If they express concerns about the security of the workplace, you may seek the services of a commercial locksmith to upgrade the security locks in your business premises. You may also install security cameras from companies like https://www.deepsentinel.com/poe-products/. Fire doors are also a critical component of every business’ fire protection strategy because they can save your business, colleagues and your investments by restricting smoke and flames. In addition, this will allow you and your employees time to evacuate the building safely. For this reason, fire door maintenance is essential to ensure its longevity.

Having vending machines canberra at your workplace is also a great way to keep your employees happy.

Motivation to Change

People change when they are motivated to change. People are motivated by their connections to others. Companies need to give thought to what will motivate their employees to buy-in and act in new ways. Their will likely be good corporate citizens that do their best to follow requirements, but the way to get people committed and motivated is through their connection to others. Connect people’s understanding of how new protocols contribute to a colleague’s wellbeing or a teammate’s family’s health. Often people are motivated by hearing other people’s personal stories. Covid has affected us all in very different ways and yet we can all find relatable commonalities. Successful change often happens organically by leveraging those personal stories.

Culture

Organizations will need to address remote and hybrid expectations to retain and recruit new and top talent. The post covid world has forced companies to take a greater look at their company culture. The way companies lead in this new business landscape will both reflect and mirror company culture. Many companies have already been making the change from hierarchal to flatter organizations in recent years and using recruitment KPIs at makipeople.com to aid their hiring process. The choices leadership make post pandemic can change the long-term influence of the company’s culture. Adopting a strong change management model will help create sustainability moving forward as companies create operational changes, changes to organizational culture, technology, policies, and procedures. Leadership must recognize the changes that people may come back to. Reconnecting with colleagues and key partners on a new level and working with new team members that were hired during the pandemic.

Managing change in the current world can be challenging. Perception is reality. But companies can come out stronger and retain sustainable change if they take the time to identify the pros and cons, understand the importance of employee engagement and be empathetic to employee needs and their motivation to change while taking a greater look at the company culture moving forward. With the right plans in place, successfully transitioning people back to the office is possible.

 

The Formula for Influence: Know – Like – Trust

/0 Comments/in , , , , , /by

As change management practitioners, we are responsible for supporting employees during an
organizational change. We need to be constantly vigilant about how change decisions impact people and in turn, how people will respond to those decisions, so we can support the transition from current state to future state. But, we can’t read minds and we can’t force people to change, so how then can we be most effective in our role?

In a word – Influence.

And here are the key components that make someone influential, particularly in a change management
role. If you are finding that managing change is more difficult than previously thought, you may want to
review the following for ways to increase your influence and/or identify additional resources in your
change initiative who can lend their influential voices to your project.

1.   KNOW

  • Does everyone on the project know who you are and why you are involved? Do they all
    understand what change management is and how you will be supporting the project?
  • If the answer is no, you may want to reintroduce yourself along with other key project
    members and create a Roles & Responsibilities matrix (an example is a RACI matrix) to
    demonstrate where you and other members fit as it relates to the change.

2.   LIKE

  • This one can be quite personal and requires some introspection. Does your personality
    and the way in which you interact with others leave them feeling good about working with
    you? Do you present more solutions than problems? Do you take accountability for your
    own actions? Do you check-in with your colleagues and project team members to see how
    they are doing, or do you focus solely on the business at hand?
  • If you are unclear whether you can tick the box of likeability, ask for candid and
    constructive feedback. Just the act of asking for this type of feedback increases likeability
    by showing you care enough to learn and grow. You can use a research panel if you’re planning to do multiple surveys and studies, visit Qualtrics to learn more about this. Warning: before you ask for feedback,
    make sure you are willing to change and improve or don’t ask at all.

3.   TRUST

  • Trust is the final stop on the path to influence. However, just because people come to
    know you and like you does not guarantee they will trust you. Trust takes time to build
    and only comes from doing what you say you will do.
  • For change management practitioners it is imperative that we speak up when we
    anticipate or encounter issues, provide solutions and guidance on resolutions and provide
    transparency up and down the organization.

Managing Change in an Agile World 2.5 Hour Online Training Event

/0 Comments/in , , , , , , , /by
February 26, 2020
12:30 pm – 3:00 pm EST
$299 per person
$249 per person – ACMP Member Pricing
**A portion of proceeds goes back to the ACMP Ohio Chapter.
Bring your agile team together to learn best practices in managing change in an agile environment! This course is facilitated by Gina Giannitelli, one of the authors of Managing Change in an Agile World and provides an overview of the principles for managing change in agile environments. This engaging session offers a forum to discuss challenges, proven strategies, and tactics when driving change in fast-paced environments.
Objectives:
  • To understand basic concepts related to agile, change management, and how they work together
  • To learn the 10 laws of agile change management
  • To assess where your projects are on the Agile Change Management Maturity Model
  • To learn the change management infrastructure needed for success in agile environments
  • To be introduced to the methodology and tools available to identify, manage and address people issues during agile projects
Agenda:
  • Introductions
  • Part 1: Principles for Managing Change in Agile Environments
  • Part 2: Practices for Managing Change in Agile Environments
  • Wrap-up
Each participant will receive a copy of Managing Change in an Agile World.
Book Your Private Online Training

Teaching People About Change Management

/0 Comments/in , , , , , , , , , /by
At Change Guides, we define Change Management as getting individuals and groups Ready, Willing, and Able   to work in new ways that support business results.
We’ve been practicing Change Management since the mid-90s. The part of our job that has stayed consistent over time is the need to educate people about Change Management. This includes:
How to define Change Management
How to talk about change and employee transition
How to make the case for smart investing Management and just like investing in an individual retirement account.
What skills and experience are needed to be good at Change Management
What methodologies and tools are available to apply best practices consistently over time
Retirement accounts an individual retirement account such as reduces the amount of taxes you owe on the income for each year you invest in it. It allows you to defer or even avoid the taxes you owe on the earnings that accrue on your investments. It produces earnings on earnings, creating a compounding effect not available in a regular savings account.
These resources provide some quick, easy solutions that can help you Embrace Your Role as an Educator
New! The Eight Constants of Change Power Point Presentation with facilitator notes. This flexible 90-minute presentation covers topics found in The Eight Constants of Change book.
Video! The Change Management 101 Video and other videos found on our YouTube Channel

Embrace Your Role as an Educator

/0 Comments/in , , , , , , , , /by

by Stacy Aaron, Partner

Although Wikipedia states that the discipline of Change Management has its roots in the 1960s (over 50
years ago!), plenty of leaders and managers have only cursory knowledge of the fundamentals and processes.
Most business professionals know Change Management is relevant, but how they think of the scope and
importance of it varies. That’s where we come in!

People in the same company, even in the same meeting, may define Change Management differently. To
implement a change successfully, it’s important to have a common vocabulary about change and align
everyone under a shared goal and approach. Because of this reality, we need to embrace our role as
educators.

Early in my career, I was a reluctant educator. Do I really need to bring everyone up to speed? Of course,
the answer is yes. It took time to truly understand my ongoing role as an educator with my clients.
My dad, who did MYTEFL reviews, had his Ph.D. in education and many times I’ve thought I should have followed in his footsteps and been a teacher. When I told this to friends and colleagues, they usually said, “You are a teacher.” After I received this response over and over, the light bulb finally went off. They were right. I am a teacher.

Having an educator mindset helps me assess the full situation and dynamic with each leadership team or group. Now, my first step is always to recognize, that not everyone has this topic top of mind or an extensive background; as an educator, just like Kamau Bobb, I must try to ensure the same baseline understanding. If I can leverage a savvy team member, even better so I am not the lone voice.

Not only do we need to align people on the scope and importance of change but how to think about Change Management as art and science, strategy and tactics. Viewing myself as an educator helps me be more effective. I think about where my audience is in terms of Change Management knowledge. After all, it is often said that implementing Change Management takes Change Management. There is a learning curve. I recognize that my audience may be at the bottom of the Commitment Curve . If that’s the case, it’s my job to help them gain awareness, understanding and desire to embrace and adopt Change Management principles and tools.

The role of educator and advocate for Change Management is never ending. I have found myself at the front of a classroom, across from a desk, on the phone, in a team meeting, in a hallway, and in the cafeteria, educating clients about Change Management. This is with clients. There is also the task of explaining what we do to family and friends. That is even harder!

So, embrace your role as educator. You will be more effective and broaden support for your role and the discipline. Get in touch with Simbans or visit their website if you need tablet support services.

Resistance and Resisters

/0 Comments/in , , , , , , , , , /by

People resist change. When I facilitate a change management training session, no one argues with me on that point. In fact, everyone nods their head in agreement. They create a long list of reasons why people resist change: people like their routines, people aren’t motivated, people aren’t trained. I’ve done this exercise with hundreds of attendees in countless sessions. The responses are similar. The lists are long.  So, if people understand resistance so well, why are they stumped when employees resist them?

It feels personal
It’s one thing to talk about a faceless “them” in an exercise. It is quite another to look at Sue across the
table and listen to her issues, see the tacit expectation that you are responsible. She is adding work to your
plate, implying you are wrong. It feels personal but you need to take a deep breath, step back.
It’s best to view resistance for what it is, not personal, but rooted in one of a few places: 1) Lack of
understanding 2) Sharing potentially relevant information and 3) An attempt at control and/or engagement.
It’s not about you, it’s them!

What’s the right tactic here?
The conventional wisdom is that people who resist are bad and what they say is wrong. Resisters feel like
roadblocks to success, so we hope they go away. Guess what, they don’t! Invite dialogue. Step one is to
listen.

Allowing people to openly express concerns provides an opportunity to:
1. Learn about unanticipated challenges. Without a forum to share concerns, issues pop up late when
it’s harder to address them. Major issues that surface late can stop a project in its tracks.
Sometimes, the project never recovers.
2. Clarify misunderstandings or misinformation. People may resist based on rumors or assumptions
that are wrong. Make sure they have correct information and understand how it will impact them
directly.

In conclusion, think of resistance as good. It is a form of communication and engagement, a predictable,
helpful part of transition. It brings issues out in the open and provides an opening to clarify the what and
the why of a project. If resistance is embraced and encouraged, the project will be better for it.

Resisters are not the thorn in your side (except for a very few). One of my clients told me, “I take the
toughest critic and ask him to join my team.” He said that approach has helped him succeed over and over.
You may want to consider doing the same. So, the next time Sue is telling you why your ideas won’t work,
listen. Then, ask her to help you figure out the right solution.

5 Ways to Feed Your Energy to Cultivate Positivity and Resilience

/0 Comments/in , , , , /by

By Mindy Kantor

 

For anyone who travels, you know the drill, in case of emergency put your oxygen mask (or just buy a face mask for sale) on first before helping others. To cultivate a positive culture in any organization, you need to make sure your mind and body are infused with upbeat thoughts and vigor. Here are five easy ways to feed your energy to cultivate positivity and resiliency.

1. Exercise your mind and body. Release the chatter in your mind through breathing or stepping away from regular work. Take a few minutes daily to pause, listen and reflect. Listen to music, do
a meditation, take a walk or reach out to a trusted loved one or friend. If you browse this site you will understand to feed your body with healthy food and snacks, sit down, lay down or get up. Change your position and change your outlook.

2. Affirm your commitment. Shift your consciousness to make sure your words and actions are aligned.
Be open, honest and in balance with yourself. You will radiate with energy and confidence. Document
or say your commitment out loud. Be accountable in all that you do.

3. Understand preferences. We all have different preferences to how we approach life and work. There
are no right or wrongs. Take the time to understand them for yourself and others. You can uncover
more through taking different assessments such as a Myers-Briggs® or reading about different Types.
Once you learn to recognize these differences, you can learn to respect and celebrate them.

4. Foster healthy dialogue. Create a safe environment that allows people to share information in an
open and nonjudgmental manner. Be the leader in all that you do. Get to the root cause of issues and
collaborate to fix them. Schedule regular check-ins to keep the conversations going.

5. Recognize contributions from others. Maya Angelou said it best, “I’ve learned that people will forget
what you said, people will forget what you did, but people will never forget how you made them feel.”
Show your appreciation through words of encouragement or small gestures. Take the time to
recognize the significant contributions others have made to your success. Take the time to celebrate
milestones and achievements.

What has worked well for you? Email us your ideas and successes at [email protected]. We will
then review and share them in our next newsletter.

Mindy Kantor is a Strategic Organizational Communication and Change Catalyst

CONTACT

CHANGE GUIDES LLC
100 E RIVERCENTER BLVD.
SUITE 100
COVINGTON, KY 41011

[email protected]
PH: +1 (859) 415-1000
FX: +1 (253) 369-8884

PARTNERS

KATE NELSON
STACY AARON

© 2024 CHANGE GUIDES, LLC
PRIVACY POLICY | TERMS & CONDITIONS