Tag Archives: change management

Times are a Changin’… Lead!

By Lou Quinto
Executive Coach and Speaker

Leadership is defined by changing times. Businesses must always change in order to maintain their leadership in the industry. Those organizations that don’t change remain stagnant and end up falling behind their competition. Consumers’ wants, change. Industry standards change. Regulations change. Business demands change. Therefore, change is inevitable. Those organizations that achieve and maintain success do so through competent leadership.

A significant barrier to leading through changing times is that people are creatures of habit. We don’t like change! Change takes us out of our comfort zones.  It causes confusion because most of the time people do not know what is changing and what is not changing. In addition, many times the whys of what are causing the change are not clearly understood. Most of the time success is also defined by new measurements on which performance is judged and this creates fear that can be crippling

So how do great leaders break through this confusion and fear in order to blaze a new path to success? Here are some important tips:

  1. People Tend to Support What They Help Create. This may sound like a tired, old adage but it’s true. People like to be included in the development and planning of new processes, policies and procedures. Inclusion opens up understanding of the business journey on which employees will have to travel. It allows for mutually defined goals and plans. Most of all it provides ownership which yields responsibility and accountably.
  2. Be a Better Listener. Good leaders listen to the people around them. They listen to suggestions on how things might be accomplished and new ideas. They listen to people who just need to “vent” even when that venting may not be productive. People are trying to regain their footing during changing times.
  3. Great Leaders are Empathetic to Feelings. Change produces a wide range of emotions. Leaders must not be apathetic to people’s emotions — “I don’t care just suck it up.” Nor, should they jump to being sympathetic to their emotions — “I agree, you should be angry.” Instead, they should be  This means acknowledging the person’s emotions — “I see this has you frustrated. What about this is frustrating?”  Being empathetic shows a person you recognize the emotions they are fighting through and then allows you to deal with facts — or the root causes — of their frustration. It’s easier to deal with facts and actual situations than to try and negotiate with individual emotions.
  4. Communicate.  Communicate. Communicate. You can never communicate too much during changing times. Change causes confusion. People initially hear only what they want to hear. People draw conclusions based on their past experiences. Developing a consistent message and delivering that same message over and over again facilitates implement all changes.
  5. “What’s In It For Me? Don’t highlight what the changes mean to the company. Highlight instead on what the changes mean for the individual. Your answer to this questions should always focus on the positives or benefits, such as, increased productivity, elimination of ‘busy’ work or less stress.
  6. Identify and Rely on Key Stakeholders. Identify other key stakeholders and rely on them to provide you support, answers to questions you can’t answer, and for resolutions to issues that may be outside of your authority.

Following these six principles of managing change will make you the best leader you can be during turbulent times.

Lou Quinto has been working with companies and their associates internationally for over the past 25 years primarily in the area of critical thinking and communication skills. He is a Master Coach and Keynote Speaker for Action Management Associates in Plano, TX and a Senior Consultant on the Leadership and Organizational Effectiveness team for Executive Development Associates in Oklahoma City, OK. You can read more of his insights on his blog Metacognition or you can contact him at louquinto@gmail.com. Originally from New Jersey, today Lou resides in Indianapolis, IN.

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Filed under change management, Strategic Thinking

Change Happens!

By Lou Quinto
Executive Coach and Speaker

Everyone has heard the phrase, “change is constant.” But yet when we are faced with change our first reaction is to cringe or loudly object. Why is that?

The reason for the reaction is because change indicates – more times than not – that we are going to lose something. It can be something as simple as just losing the comfort of doing your job the way in which you are accustomed. We are creatures of habit and don’t like forces which make us step outside our comfort zone. Most organizations implement change in a way that is perceived as cleaning out a basement. They get rid of things. This makes implementing change both personally – and in an organization – painful. And, the slower you take to actually implement change, the more painful it is because people cling to the false hope that in the end everything will remain the same.

In order to succeed change must occur, and often. The world is not standing still. Once successful and prosperous companies that did not embrace change have gone the way of the dinosaur. One does not need to look any further than Kodak. My children do not – and will not – know what a “Kodak Moment” is. Their Kodak Moments are now “Instagram Moments.”

Every smart business person understands that what worked last year, probably won’t work this year. If you’re still running your business, managing your staff or just doing your job using a “2008 Play Book” or strategic plan you will lose… and fast! Look at companies like, Google, Amazon, Facebook and Twitter. They are reacting and changing at breakneck speed, and winning.

During your next meeting listen for the two phrases which shout that your organization and the people in it are not readily accepting of change and entrenched in doing business they way they always have. Those phrases are; “That’s not the way we do things here” and, “We have never done it that way before.” Be brave and shout back, “Why not?” Don’t cling to techniques, methods, management practices or product lines (see Kodak) that are “comfortable” because they were successful at one time.

In the future… Tomorrow… when implementing changes, consider the following in order to move through the rough patches and get back on solid footing.

1. Expect Emotion: Leaders are typically very good at planning the structural side of change, but ignore the people side. Realize that the brain’s natural response is to view change as a threat. People need time to accept change, so acknowledge their feelings by hearing them out. Give them time to mourn.

2. Validate Concerns: When team members share concerns, our natural response is to counter these concerns with how we plan to overcome them. This can be perceived as you are not listening. Instead, spend time acknowledging the legitimacy of the concerns before offering ideas for moving forward or the benefits of changing.

3. Don’t Expect Immediate Results: We often say there is a “learning curve” associated with any change. What we fail to acknowledge is that the curve always trends downward before finally showing the promise of a performance enhancement. Embrace discomfort and allow time for temporary failure. Otherwise, people may mistake the performance drop as a sign that the change was a bad idea. Improvement takes time. Be on the lookout for even the smallest successes and celebrate them to show progress.

Lou Quinto has been working with companies and their associates internationally for over the past 25 years primarily in the area of critical thinking and communication skills. He is a Master Coach and Keynote Speaker for Action Management Associates in Plano, TX and a Senior Consultant on the Leadership and Organizational Effectiveness team for Executive Development Associates in Oklahoma City, OK. You can read more of his insights on his blog Metacognition or you can contact him atlouquinto@gmail.com. Originally from New Jersey, today Lou resides in Indianapolis, IN.

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Filed under Group Effectiveness, Strategic Thinking

Implementing Change During Times of Adversity

If the recent string of cruise ship problems over the last year has you changing your vacation plans, you’re not alone. Four Carnival cruise ships have experienced trouble at sea ranging from power outages to steering problems. The long-term impact to Carnival’s business depends largely on their response to this crisis.

It’s situations like this that have business leaders wondering how their company would respond in a time of crisis or adversity. Perhaps you don’t have responsibility for such visible crises but what about the “everyday” crises you experience with your sales force, teams and departments? Crises such as losing an important client, losing to the competition, or losing market share? It’s important to recognize that managing people and processes in a crisis is the same as managing them under normal circumstances. However, what’s distinctive in a crisis situation is the urgency, focus and potential negative consequences that highlight the inadequacies that were already present. The way to address the crisis is to first establish solid problem solving practices and a common language for non-crisis situations – and this may require changing the culture of your organization. Second, create a strategic plan to guide you through the current adverse situation.

In working with many large organizations over the years I have found that the following are distinctive traits in those organizations that are successful in changing their problem solving culture. These unique traits are relevant for any culture shift:

Understand why the shift is vital and communicate: Identify and clearly articulate the reason for the culture shift. Identify what would happen if no shift occurred. Identify the expected result and benefit when the shift does occur. And, of course, couch all change actions with a focus on “what’s-in-it-for-me” for each audience.
Overall management commitment: Key organizational management understands and articulates the reason for the shift. Management is “on-board” with the need for the change and the process that was used to achieve the shift.
Key stakeholders and drivers: Often there is a person or small group that is passionate about the need for the culture shift and they have the ability to adjust priorities (including financial) to bring about the needed changes.
Consistent message and support: Messages are communicated clearly and frequently. These messages are also supported in the actions of management. Expectations for change are consistently coached and encouraged by managers. Everyone in the company must understand that the current culture took a long time to develop and it will take time to change the culture. During times of change people push back because they focus on what will be lost. Your message must focus on all of the good things that will be gained.
Common language and processes: Through training and other communication, a common language and set of processes for addressing problems was established. The common language was reinforced through statements, personal actions and coaching of individuals at every opportunity.
Effective interdepartmental communication: Departments must interact well with one another and use the common language and processes that have been established.
Celebrate the “wins”: Organizations find it helpful to point to examples of success that give people a visible example of achievement and benefit. They make a “big deal” about the success so that others are encouraged and motivated to accomplish the same.

In short, crisis management is all about managing change in a culture with which people are comfortable. Shifting the culture of your organization will cause discomfort and push back will hinder your successful implementation. It takes strategic planning and effort to change a culture to one that is resilient in times of crises and adversity.
Action Management Associates

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Filed under Problem Solving, Strategic Thinking