Trying to Change? Develop These Five Character Traits

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By Mindy Kantor

In a previous blog post, I shared that transformation starts with I. We must we choose to change how we behave and act, if we expect others to follow along. As someone determined to enjoy my own transformational journey instead of being focused on an outcome, I know it’s easier said than done. It’s a formidable task to break the cycle of negative patterns that holds you back from changing.

I recently read about how practicing a particular Kriyā or mantra every single day for the same amount of time determines if you will break negative patterns and actually change. Kriyā is derived from the Sanskrit root, kri, meaning “to do,” and means “action, deed, effort.” For those, like me, who like to set milestones and goals, I was happy to read some stats from Yogi Bhajan on how long it takes to break a negative habit and adopt a new one. In:

  • 40 days: You can break any negative habit that blocks you from expansion.

  • 90 days: Your new habit is in your conscious and subconscious minds allowing change in a deep way.

  • 120 days: Your new habit is confirmed and being purposefully integrated.

  • 1000 days: You have mastered the new habit of consciousness. No matter what the challenge, you can call on your new habit to serve you.

In essence, we need over 2.5 years to master change. I don’t know about you, but that feels like a long time, and a lot of patience and perseverance. This got me thinking about how we all adapt to change differently. From my personal and professional experience on change, I think there’s five-character traits worth developing to aid you on your journey:

  1. Desire: You must clearly outline what you want to change and make it be one of your top priorities. If you don’t really care, it will never happen.

  2. Dedication: You must commit to your task or purpose. Forming new habits takes time. There are plenty of people and things that can distract you. I recommend dedicating specific times on your schedule to help make the effort more of a routine, similar to brushing your teeth or putting your kids to bed. No excuses allowed.

  3. Self-Discipline: You must be in control of yourself. You can and should be open to help, but you need to be able to take charge on your own. You must allow your intuition to rule and be your inner guide. Ignore the temptations lurking around you that distract you from your ultimate goal.

  4. Resilience: You must be able to get up when you fall down and recover quickly. This means having grit, adapting to new challenges along the way, and facing issues you’d rather ignore. For example, don’t beat yourself or get angry if you miss a day in your new routine. Examine what made that happen, accept it, and begin again. Taking the time to learn from mistakes makes you stronger and more committed to reaching your goal.

  5. Confidence: You must cultivate appreciation of who you are, and gratitude for how far you’ve come on your journey. Take time to recognize and respect your own abilities and qualities.

Once you clearly determine your objective, I have found that making small changes over a period of time can help you ease into something as an alternative to jumping in. For example, I started to unsubscribe to emails to curb impulse shopping online. I set reminders on my calendar to make sure I break away from my computer. Then when I committed to removing soda from my diet, I started with removing it from the grocery list over-time and supplementing it with coffee, tea, and water. I’m proud to be seven years clean.

If you are looking for help building resilience or confidence, I find that posting affirmations around your workspace or in your notebook is helpful. A few years ago, I started creating “Don’t Lists” that I would read before joining calls that could test my resolve. My lists would include statements like “don’t rush” and “don’t get frustrated.”

There’s also plenty of books, articles, and meet-up groups available to help you develop in any of these areas. For example, Toastmaster groups center on building confidence for presence and presenting.

These lists and suggestions are not exhaustive. Please share character traits you have developed along the way that have helped you develop and form new habits.

Successful Change in an Agile Environment

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Setting up infrastructure to ensure that change management tools can be optimized for an agile environment is important groundwork for ensuring that changes succeed when iterative agile work begins at full speed.
When changes are happening in rapid succession very quickly, it is important to have an infrastructure that allows the team to focus on the content of each change rather than some of the more structural foundations of change management work.
  • Clear team roles and responsibilities
  • Forums for leadership alignment and discussion
  • Mechanisms for documenting stakeholder impacts and communication delivery
  • Mechanisms for delivery of learning material
  • Feedback mechanisms that ensure employees have a way to provide quick input to the team.
Roles and Responsibilities
Clearly documented project with Unregulated contaminants team roles and responsibilities are particularly important in fast moving change environments. Letting each team member know who is responsible for performing different tasks, even at a high level, helps ensure the appropriate change management activities are planned and executed so employees are ready, willing and able to change. Establishing this foundation at the start of the change effort will enable the team to maintain the speed and efficiency that agile environments demand.
Leadership Alignment
Even when changes taking place are small, it is important that leaders are aware and supportive of the changes. At the start of the change effort, ensure that there are regular forums to share information about changes with leaders. These forums, used throughout the project, ensure leaders understand what is changing and how people will be impacted.
Stakeholder Impacts
Having a place where information about how each release or wave of change impacts people is stored and shared could be as simple as a collaboration software workspace such as OneDrive, SharePoint or DropBox. Making sure there is a place to hold the information, and that the people who need to see or use it know how to access the information sets the project up for success.
Communication
When changes are coming in a series of releases or waves, having functioning systems that efficiently and effectively get information out and back saves time and increases the value of the change management effort. Defining the key communication vehicles for the project at the very outset of the effort and ensuring the team and vehicle owners know that you will be using them, are important to ensure that people are ready, willing and able to work in new ways.
Learning
When changes are happening every few weeks or months, you need to plan up front for an easy and quick way to get materials to people who need them. Defining the learning or training approach, the format of the materials, and how they are released to people should happen as the change team starts on the project to enable the team to focus on the content of each release rather than formats and delivery processes. If you’ve been looking to buy a business in Fort Myers because you’re moving nearby, you can visit Truforte Business Group’s website to find some great looking options.

Because changes happen in such rapid succession in agile change environments, often the inclination is to keep looking forward to what the next change is rather than supporting people who have just experienced a change. It is important to have infrastructure to gather feedback after a change is released to help ensure that people don’t revert to old ways.

Using Agile Change Management in a Hyper Fast Growth Company

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by Shannon Stautberg
Picture This…
A fast-growing international company is doubling in size every year. That means new people, new processes, new customers, new business segments, new almost everything every few months. The speed of change at which this company is growing could rival even the fastest bobsled track! What does change look like in a company that is growing so quickly? Close your eyes and picture this…

 Newly acquired companies to be integrated
 New and expanding corporate teams
 New office space and changing seating assignments to fit new team members
 A growing workforce that requires more training and communication
 The continuous creation, or fine-tuning, of policies and procedures
 Ever-evolving marketing initiatives with the help of Victorious SEO.
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 Ambitious goals set by the executive team
 Cross-functional teams striving to achieve those goals by working faster to try to produce more

Phew! Now that’s a lot of change. How do employees keep up with this pace of change? With a little help from the 5 C’s of Agile Change Management!

What is Agile Change Management? It is the adaptive and iterative planning and execution of change management practices that encourages flexibility and speed.

When most people think of the word “Agile” in today’s business environment, they automatically think of software development. The fast-growing company referred to here is certainly using Agile software development… but in such a fast growth environment, the company is a different place from month to month.
The principles of Agile Change Management apply to everything they do whether it is software and system focused or not.

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This company is our client, and we’ve been helping them apply Agile Change Management principles to their projects for a while now – whether they are working on an IT system or not. As we’ve learned together, we’ve nailed down some key foundations of Agile Change Management that have been guiding our efforts. We call them, “The 5 C’s of Agile Change Management”.

The 5 C’s of Agile Change Management

1. The Change Conductor: While project managers and business leaders can effectively manage the work of
their teams to build and deploy solutions, ensuring the success of those solutions by making sure people are
ready, willing, and able to use them requires someone to serve as a Change Conductor. This is the person that owns the cross-functional people impact of the change. They make sure that for every solution (whether those are coming in small IT sprints, or monthly business changes needed to accommodate growth), there is an understanding of who is impacted and what those people need. The Change Conductor also ensures that those people have what they need to successfully use the new solutions that are coming their way. As with changes in a traditional environment, solutions are only useful if people are ready, willing and able to use them. Learning programming with the help of Appsumo could be a benefit in terms of designing our own software or application.

2. Cross-Functionality: To move quickly, the teams that build and deploy solutions, whether technical or not, should be made up of people from all parts of the enterprise in order to:

 Help identify and prioritize what is most important to improve
 Make sure that a change in one part of the organization is not going to have a negative impact someplace else
 Help ensure leaders are aligned with the solutions
 Help test the solutions to ensure they meet business needs

Working together across the organization helps ensure that potential conflicts are found quicker and earlier so that the team can keep moving fast.

3. Communication: It’s important for team members to recognize that change in a fast-paced environment is not a “one and done” effort. Fluid, open, two-way, and ongoing communication between the crossfunctional team and end users is essential to:

 Keep people who are expected to use the new solutions up to speed as things change from week to week
 Ensure that the team gets feedback from the organization quickly so that the solutions can be iterated upon
As long as people’s expectations are managed about how quickly things are changing, they are able to jump to each new solution as it comes to them. In fact, having such a fast-moving environment can be beneficial at times because people know that if they don’t like something today, it may very well be different
tomorrow!

4. Course Correction: One of the greatest strengths of working in a fast growth business environment where change is a constant or following the Agile systems development methodology is that those situations allow for quick course correction. While quick course correction is a powerful benefit of moving fast, it can also be a big shift in thinking for some team members. Team members can easily get attached to the original solution, but it’s important for team members to be open to the fact that the original plan might not always work and may need to shift. Making those course corrections help make good solutions into great solutions!

5. Continuous Improvement: To continually inform the strategic priorities of a fast-growing company, it’s essential for company leaders and team members to maintain a commitment to gathering success metrics and end user satisfaction data to identify, prioritize and implement on-going improvements that will have a measurable impact on employee productivity and the long-term growth of the company. Medical facilities, for example, may use a Practice Management Software to improve employee productivity and other aspects of the business. Performing a background check on employees via dbschecks is just the first step to ensuring that the right people are hired for the job. Just simply click this to know how it is done. There is also much more that needs to be done later.

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If you have stories about applying Agile Change Management in either an Agile software development environment or a fast growth company, let us know – we’d love to hear about what you are learning! Email us at [email protected] or start a discussion on the Change Guides LinkedIn group page.

Gratitude in the Workplace

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For our second article, several of our Consultants have written a short paragraph about how they have witnessed gratitude in their projects. We hope you enjoy the perspectives that they have shared.

 Shannon Stautberg – A small act of thanks can make a big difference! An unexpected gesture of gratitude toward employees that go above and beyond their typical call of duty, can improve team morale and contribute to a project’s success. While working with a client on the rollout of a CRM system, project leadership recognized the IT team was going to be burning the midnight oil to complete data conversion in time for go-live. To show appreciation for their hard work, the team sent Edible Arrangements to the homes of the developers that worked over the weekend. These sweet treats helped give them an extra boost of morale to help them cross the finish line and make the CRM go-live a success!

Gina Giannitelli – When I reflect on the clients and managers I’ve worked with who express gratitude… the look-you-in-the-eye, genuine type of gratitude, I see the impact on the team’s well-being and their attitude toward coming tasks. I feel more appreciated, more connected to the team, and in turn I’m more likely to go the extra mile for the best possible results. Research shows an increase in well-being (happiness) increases productivity, and this is good news for project teams and business everywhere. I remember sitting at one manager’s desk and noticing their reminder to themselves to say “thank you” that day… I was really impressed, because I’d seen first-hand the commitment that appreciation cultivated. Some of the best teams I’ve worked on, those that have driven results that get noticed, are teams where different disciplines (Project Management, Change Management, IT and business experts) actively appreciate what each brings to the team dynamic.

Annie Ayvazian – People want to feel that they are making a difference and that their efforts are appreciated. One creative approach is to show gratitude in a way that ties back to a higher purpose. As an example, one team I work with begins each meeting by inviting people to share examples of how they have supported the higher purpose that the team has established. By sharing these stories, team members reinforce that they are making a difference by supporting the higher purpose while also hearing appreciation and praise for their efforts. This is a simple and effective way to reinforce and reward the desired behaviors.

Andie Wafzig – Think of the last time you worked on a task or delivered a solution completely on your own. Personally, I can’t recall a time in my career where anything I accomplished was without collaboration and support from at least one other person; more often any deliverable or achievement was the result of many inputs. As an employee, it just feels good to be appreciated for your efforts and accomplishments. A simple ‘thank you’ email or name mention in a team meeting can mean the difference between feeling valued and wanting to perform at your best or feeling unappreciated and lacking enthusiasm for the next project. As a leader, you want the former filling your team. Acknowledging the efforts of your team, thanking them for their contributions and celebrating collective and individual wins can go a long way in retaining happy, high-performing employees.

Beckie Schretter – … “four in five (81 percent) employees say they’re motivated to work harder when their boss shows appreciation for their work.”1 When you are asking employees to create or go through a tough change, remember to include some Thanksgiving Spirit in your plans. Gift cards, thank you notes, snacks/candy/food and even simple praise can go a long way to motivate a change-wary team. You can find the perfect gift on Shoppok.

  1. Source: https//www.glassdoor.com/press/employees-stay-longer-company-bosses-showed-appreciation-glassdoor-survey/

 

Training is Part of Learning

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To learn, people need to be prepared to acquire new knowledge and skills. They need to go through some type of training or skill building. And they need to practice and retain what was learned.

The best learning takes place when people have a mindset that is ready to learn. Until people understand the need to learn something new and want to be a part of a new future, it is hard to get people to act differently.

It is not uncommon to try to “force” people to comply with new ways of working by throwing them into a class and expecting that they will soak up the information and come out the other end of the class transformed.

Sorry, but it doesn’t happen that way!

Have you ever sat in a training class that your boss made you go to thinking, “This is complete a waste of time? Why am I even here?” Sadly, it is much more common than it should be.

To get people ready to learn, start by explaining why the learning needs to happen, how individuals will benefit, and what people’s new roles will be. Allow people to talk about the change and what will be expected. Give people some foundational information to get them started; like an overview or short CBT before dropping them into a boot-camp or a long training program. This gives people the chance to think about what they are about to learn before they jump all the way in.

Just as important as being ready to enter training, people need to have the right experiences while they are being trained.

This may seem obvious, but people should feel like they have safe environment in which to learn. Trying out new behaviors can seem risky in front of peers, bosses, or staff. If people feel threatened or unsafe, little learning will happen.

People need to feel like they are actively engaged in the learning process – not just being directed. And they need to believe that what is being learned is immediately useful. Practicality and relevance are critical to getting people to commit to learning.

Lastly, learning is not truly accomplished until new skills or knowledge have been retained and applied. Too often people go to a seminar or training program and think, “This is great! I can’t wait to use this back at my desk!” Then a month later, they look back and realize that they are not doing anything they talked about in the class.

People need to be able to integrate new ideas into what they already know if they are going to keep – and use – new information. People retain more if they get immediate practice. And reinforcement should be part of the learning process to ensure that what was trained is applied appropriately.

An organization teeming with learners is destined for a great future. Because strong minds fuel strong organizations.

Creating a website?

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The Hardware
Your server needs to be a self-contained unit, which means that no portion of it (e.g., physical or virtual) can be connected to any other part of your server, including other computers on your network, other networks, or external servers. To reduce the chance of conflict and reduce hardware costs, you may wish to consider buying a dedicated server or better web host solution that has access to only the servers you will be hosting with them, If you can not pay one then searching for free hosting services can be a good idea.

You can buy a software product called Sentry, which provides hardware-independent “anti-virus”, data encryption, and memory management for your web site. You can purchase a dedicated server for about $10 to $15 per month, and can host more sites on a shared server if you want to.

The OS (Operating System)
This is the part of your computer that will run your web site and the tools you’ve used to build it. You can download various operating systems from the internet or from a store, such as Microsoft Windows.

How you choose to develop your site
You can create a full-fledged website, which is the most professional and professional-looking option, or you can use a basic solution, which consists of your site, a news site, blog, and possibly even a store or classifieds section.

Once you have your site design and you’ve chosen your operating system, you will need to write a good content strategy (e.g., written by you and your web designer) and publish that strategy. This article is aimed at beginners.

The web hosting provider
Once you have selected the best wordpress hosting company, you will have to pay your $2 a month for high-speed connection. These high-speed connections are needed because the full installation and maintenance of your website will take at least 24 hours. You will also have to provide your hosting company with the necessary information for creating your website, which will include a server’s IP address, URL, server operating system, hosting vendor, and program for securing your site. The idea is that you can use a secure web server, such as VPS (virtual private server), as a backup in case your primary server fails.

Let Us Tell You a Story

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by Beckie Schretter and Gina Giannitelli
Carol, an employee with over 30 years of service, deeply loves her work and truly wants what is best for her organization. She believes in the mission and values of the organization and has deep connections with the patrons. The director, Bob, was hired several years ago to help increase profitability, but hasn’t been successful. When Bob presents a new revenue creation idea to board leadership, Carol publicly questions the mission and vision alignment of the idea. A few months later Carol is called into Bob’s office and is handed a letter explaining her
position is being eliminated due to financial pressures. She feels deeply betrayed, angry and concerned for the organization she loves. Bob avoids Carol in the days that follow. She grapples with whether she is the victim of retribution. She decides to write a letter to the board…

Are you wondering or even making up how this story ends?

At the ACMP conference, storytelling was a theme throughout book pictureseveral presentations. Research
shows you use more of your brain when listening to a story, far more than when you listen to a
slide presentation or read a written communication. As Susan Weinschenk Ph.D. describes “…
because you are having a richer brain event, you enjoy the experience more, understand the information more deeply, and retain it longer.” How can we use stories in change?

Use them to create the case for change, connecting the head and the heart. Stories provide a refreshing break from data filled presentations or memos. Research by Paul Zak shows stories create a tension that sustains attention, which leads to shared emotions. Shared emotions lead to mimicked feelings and an increased trust and willingness to take action.

Recognize and challenge stakeholder stories throughout the process. Researcher Brene Brown reminds us stakeholders create stories that drive behavior. She observed “the brain needs to know the story” and fills in needed details. Resilience is enhanced when people challenge the
truth of their own storytelling.

Storytelling inspires change and helps people move up the commitment curve. When preparing the case for change or drafting a stakeholder communication, consider what story could illustrate the point and grab attention. When leaders are reluctant to share information, remind them people will fill in the blanks with their own stories. When confronted with counterproductive behavior, ask questions and challenge the story driving that behavior. What is the story behind your change?

Tips for Creating a Change Capable Culture

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by Shannon Stautberg

While change is hard for any organization, investing time and energy into thoughtfully creating a change capable culture will help ensure your people are prepared to successfully transition to new ways of working. Some tactical things you can do to help ensure your organization is on the path to being change capable are below.

 Communicate, Communicate, Communicate! Establishing regular and meaningful communication helps employees know what’s coming, why it’s coming and how it might impact them. A lack of communication can breakdown employee trust, reducing the likelihood that they will get on board with any change. Electronic newsletters, posting current information on office bulletin boards and hosting question & answer coffees with leadership are some of the ways you can keep the lines of communication open with your employees.

 Define and Communicate Roles and Responsibilities: People need to know what they are supposed to be doing before, during and (ideally) after the change. If one or more of your employees is unclear about what they are expected to do on a daily basis, this can quickly lead to frustration…frustration that can spread throughout an office like wildfire! Nip that frustration in the bud by ensuring each employee has been given a job description and that their direct boss regularly checks in with them to address questions or concerns regarding their role or responsibilities.

 Encourage Employee Collaboration: Establishing a culture that values collaboration as one of its hallmarks will help ensure your employees are open to and prepared for change. One of the ways this can be done is by establishing a well-structured mentor program that allows experienced team members to informally share lessons-learned with colleagues that are new to the team. Regularly recognizing employees that have effectively worked together to complete important projects or tasks is another way to promote ongoing collaboration. This can be done at team meetings or via organization newsletters.

 Build Trust by Caring for the Individual: One of the keystones to creating a change capable culture is trust in management. Leaders that sincerely care about the professional success and personal well being of their employees are much more likely to earn the trust of their employees. In addition to praising a job well done, it’s also important for management to get to know their team members – their aspirations, passions and interests. Being flexible with employee needs outside of the office, while still meeting the needs of the business, can make your team more likely to be there when you need them to go the extra mile at the office. The occasional bagels, donuts for the department can also help build good will. Employees that trust management are much more likely to be ready, willing and able to embrace the change that lies ahead.

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While building a change capable culture does take time and effort, the return on that investment will be clear in times of change.

Culture, Learning, and Change Go Hand in Hand

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According to a Forbes article*, there are five keys to building a successful learning organization.

1. Remember that corporate learning is “informal” and HR doesn’t own it
2. Promote and reward expertise
3. Unleash the power of experts
4. Demonstrate the value of formal training
5. Allow people to make mistakes

This is a great list and directly applies to culture. It’s “how we do things around here”. It’s reflected in what people say and how they act on a daily basis. The cultures that display these five elements have an advantage when it comes to organizational change.

Remember that corporate learning is “informal” and HR doesn’t own it. This “informal” aspect of learning is an attitude that “I can learn something new every day.” These cultures use teachable moments. It’s as simple as asking a question real time or watching someone else doing the task right before you do it. That attitude translates to an appetite for change.8-constants-clipart

Promote and reward expertise – For projects, using Subject Matter Experts (SMEs) pays dividends. These experts are approachable and knowledgeable. Recognizing SMEs publicly, presenting them as role models and leaders demonstrates that having and sharing knowledge is valued.

Unleash the power of experts – It takes a village to drive successful change. Giving SMEs the support and resources they need to motivate teams, share their expertise, and develop others builds momentum and prepares people for an upcoming change.

Demonstrate the value of formal training – Most projects include formal training to prepare impacted employees for a change in their job responsibilities. To best prepare for a change, it’s critical that the management team places formal training as a high priority. Attendance should be required and tracked. After employees start working in new ways, sharing employee stories of how cradio prepared users for the changes reinforces the value of training and communicates that implementation has happened.

Allow people to make mistakes – Anyone who has experienced a “go live” on new processes and/or technology knows there is no such thing as a “perfect go live”. It’s important to build the expectation that employees won’t know everything forward and backward day one. Recognize the learning curve inherent in the change and the likelihood that mistakes will happen as employees transition from old ways to new.

Creating a learning organization culture takes leadership commitment, a strategy, plan, and resources. In return, the organization and employees experience many benefits, one of them is being better prepared for change.

*www.forbes.com 5 Keys to Building a Learning Organization by Josh Bersin 1/18/2012

Communication in a Digital Age

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The demographics of the workforce have changed over the last several decades. The ways that most organizations communicate with their people have not.

In 2007, a study showed that seventy four percent of business communicators said that communications within their organizations are done virtually the same today as they were years ago. (Deloitte, Survey of International Business Communicators, 2007). Even though this data is a few years old, it still rings true today.

That same study showed that three quarters of professional business communicators actually believe that their communication methods are cell phoneineffective or only slightly effective in today’s day and age. And sadly, most of them admit that they don’t even really understand the communication preferences of the more tech savvy members of the workforce.

Workers of all ages, if they’re technologically savvy, want to see a full range of communication types – not just your typical newsletter, posters or even email campaigns. If you make new vehicles available, people will use them. Not using technology is missing a huge opportunity.

Newer tech savvy workers want information at their fingertips, on demand. They use File Center software for that. They are communal – they connect and form groups with software and virtual environments. They want to improvise and create networks on the fly to meet issues. And they are mobile, linking in anywhere at any time.

Technology can be especially useful for communicating and engaging people during times of significant organizational change. During change, people commonly seek to re-establish their own sense of support, understanding, and control.

People naturally seek community and inclusion during times of change so they don’t feel like they are going it alone. Social networking sites and controlled environments for people to connect can help people develop a sense of support.

In the midst of change, people crave information, often filling in the blanks so that they can fit themselves and their future into the new context. Wikis and other human intelligence aggregators help people develop deeper understanding.

When an organization is going through change, people look to regain what they perceive as a loss of control. They often think that change is happening “to” them. By networking and actively searching for information on demand, people feel like they are taking control of their situation which helps them navigate through change.

CRA

CRA

While technology can be an important communication tool, don’t forget that people still prefer to interact face to face with people. People can be engaged through face to face interactions much more successfully than any other way. What leaders do is still more important than what they say. And trust is still a foundation that can’t be shaken. But technology can be a tremendous communications tool. Used properly, it can help inform and share information, engage employees, create communities, and align leaders

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