More Change

Blog Re-Launch!

No More Excuses as Sam Silverstein would say--just a commitment. Within 48 hours from right now (8:27 am CST) I will have re-started this blog.

Come on Chris, the clock is ticking...

Performance Review Myths

Continuing to answer the excellent questions submitted by the participants in my session Managing Resistance to Change at the ASAE Great Ideas Conference. These Association leaders really know how to get to the heart of an issue with a question!

 

 If you are not a part of the Association Management world, substitute employees for the word member. You're facing these issues, too and the answers will apply.

 

Be sure to use the comments section to continue the dialogue.

 

1.    When mandating change with reviews – do you (and how) reach back out to staff and members for continued feedback on the change?

Let me start with a line to memorize: The purpose of all feedback is action. Say it again for emphasis.

 

Unfortunately, today’s Performance Appraisal usually falls far short of its purpose and intent. An annual Performance Appraisal isn’t feedback – it’s much bigger than that.

Its purpose is to convey a summary of the on-going feedback messages an employee has received regarding what they do well, where they have opportunities for improvement, and ways their leader and organization will support their sustaining and improving efforts. Its intent is to create a benchmark that notes and measures key behaviors. Key words: summary and benchmarks. Underlying implication: employees have on-going conversations with their leaders about their actual performance. How it meets, exceeds, or misses expectations. I am not naive; I realize this isn’t the way things work in most organizations. But it should.

 

Embedded in this question is the realization that reviews as a singular event don't result in much change. Allow me to repeat myself: the purpose of all feedback is action. Whether you, as a leader, are providing a formal Performance Review or having a regular, informal coaching conversation, that conversation should conclude with a complete discussion (followed by a written confirmation) of the following four questions and one statement.

1.    As a result of this feedback, what are you going to do more of? Less of? Continue? (Agreed upon goals)

2.    What will your first steps be? (Well thought-out commitments)

3.    What can I do to support you as you make these changes? (Continued care and support)

4.    When will we re-convene to discuss your progress or difficulties? (Specific follow-up)

5.    In addition to our scheduled conversations about these issues, you can expect me to act on informal opportunities to continue our dialogue and I expect you to reach out to me with any questions you might have. (Clear expectations and accountability)

 

If you call yourself a leader, what I have just described is your job – in a nutshell. Leaders develop people. Development in the workplace isn’t a do-it-yourself project.   We all need leaders who will suggest, guide, watch, and report our new behaviors. And all of that can’t happen just because of a Performance Review. Like all new behaviors, this will take a while for both parties to get used to. The only solution to the discomfort is persistence. It will get easier. I promise.

Questions and Answers about Resistance to Change

In mid-March, I had the opportunity to present a session on Managing Resistance to Change at the ASAE Great Idea! Conference at the Broadmoor in Colorado Spring, CO. During the program, participants had more excellent questions than time allowed for answers during the actual break-out. We gathered the questions via text messaging and I promised to post answers on my blog. So, to all the Great Idea! participants as well as any other readers, I hope you’ll find the answers helpful. If you are not a part of the Association Management world, substitute employees for the word member. You're facing these issues, too and the answers will apply.

Be sure to use the comments section to continue the dialogue.

 

1.    Do you recommend that we ask our members what it is that you are “afraid of” or don’t like about this change?

I’m all for asking questions. (Hey, the title of one of my books is 78 Important Questions Every Leader Should Ask and Answer.) Developing a process to engage your members in a meaningful dialogue is well worth your time and effort. The first step in a well-thought-out questionning process is always craft your question for best results. So, asking a member “What are you afraid of about this change?” is a more difficult question for most people to respond to than “What part of this change don’t you like?” Or, even better might be “At what point during our description of this change, did you start to feel some discomfort and why?” The way a question is worded will affect both the quantity and quality of the answers you get.

 

BUT (You knew there was a but coming, right?) be very careful to only ask questions you intend to act on. If your members start telling you what they don’t like about an upcoming change, there is a reasonable expectation on their part that you are going to factor in their concerns as you move the change forward. If that is a reasonable expectation, ask away. If it isn’t, you’re asking the wrong question. If you’ve already made the decision and want to talk to your members to gauge the potential resistance this change that is coming, try asking this instead. “How could we help you through the difficult parts of making this change?” This question will provide lots of fodder for change implementation action plans.

 

2.    How does staff handle change of major proportion when it is the third time in 3 years?

Starting with an apology might be a good idea. Sorry, I couldn’t resist that one. Some evaluation is in order here.

Are the three major changes in three years because of marketplace situations that made them necessary? If yes, than a re-cap of the explanations you’ve been giving all along is in order before you deliver the context of this next change. It is possible in the upheaval that has been our reality for the last several years, that these rapid changes of direction were necessary. If you haven’t given clear explanations for the other changes – start with the apology and move to a tardy history lesson.

 

If, on the other hand, the three changes are because of poor management, lack of vision, or management attention deficit disorder, you have another issue entirely. In this case I think you, staff, need to figure out how to give some upward feedback to your Senior Executive team. Change needs to be guided by a vision of the future and that’s what Leadership is all about. Any organization that is changing simply for the sake of changing without a plan, purpose, or process, is I’m afraid, doomed! Managed change must be grounded in a vision for the future, unchanging values that guide behavior, and a mission that directs short term action. All three are available to a Leadership Team willing to do the work. 

You Thing You Have Change Issues?

My friend and colleague, Chad Hymas, from the National Speakers Association lives his life in a wheelchair as a result of an accident. I subscribe to his Reaching Impossible Heights Newsletter and today’s edition knocked my socks off. As you think of the changes you're dealing with, keep Lynne’s situation and Chad's response in mind.

Wings May Be Pretty, But I Want My Legs Back
 
Most recently I received an email with the above title.  Here is what It read…and my response~
 
Chad, how do you do it? Maybe you had more money than I do, maybe you have more support, but I have yet to sprout my wings and I still want my legs back. In November I was in an accident that left me with a spinal cord bruise from C4-C7. I am paralyzed from the chest down-from just above my breasts. My left arm functions fairly well but I have no hand or finger movement yet. I can raise my right arm from the shoulder but that's about it. I am in a power chair. Doctors paint the grimmest picture, my husband wants to leave me, I'm living at my parents house right now because he doesn't want me home, I have two young girls that I love dearly but are having some behavioral issues because of mine and my husband's situation, I don't know where I'll be living once the summer is here, and although I am glad I'm alive for my girls, I feel life in this condition sucks. I am very impressed that you're able to move on and be successful and that you have a wife that is sticking with you. Tell me how to be happy. Tell me how to find wings when it seems like I don't have much to fly for. How do you accept being like this? I just can't. I just can't help me learn how to survive. Lynne
 
My Reply-
 
Hello Lynne!
 
Can I first say THANK YOU for the courage to write me.  It is indeed a pleasure to hear from you. It sounds as though you and I have much in common.  Many of the same physical limitations (if that is how one chooses to look at it), same kind of family life, same kind of accident; And I would dare say many of the same thoughts.
 
Lynne, let me forewarn you, You asked me some straight forward questions.  This deserves straight forward answers. I don’t have all of the answers.  But I’ll share with you a few thoughts.  Also, one more note before I continue….”loved the title of your email”!  I’ve thought the same thing many times!  

Here is the deal- You want something you’ve lost and can’t currently have;  And you are dwelling on it.  I’ve done it many times.  And I’ve been miserable because of it.  But forget about me for a second. When I dwell on all I’ve lost, my entire family, including wife and kids, are miserable as well.  Parents, brothers, a sister, grandparents, etc. are miserable too.  How selfish is that?  I’m not saying to pretend to be happy.  I’m saying find happiness by thinking about what you still have, and possibly can get back (your marriage, two daughters, etc.).  The ‘pretty wings’ will  eventually sprout and take care of themselves.  What if you could affect the attitudes of your family by first looking at your own.  
 
Lynne, I’ve read your email very carefully.  You’ve actually written the answer in your email, and you probably are not even aware of it.  
 
In your mind you know what you need to do.  The question is: Are you willing to have the courage to do it?  You’ve got the desire…you wrote me.  Take it one step further.  The days will become better.  That I can promise you.
 
One last thought: I’ve been out 8 years and am still trying to sort things out and get through the few rough days here and there.  You’ve only been paralyzed less than a year.  You’re much further ahead of the game than I was.  That’s impressive!
 
God bless you and your family Lynne.  Now go love em’ and be their mother!
 
Chad
 
Ps-  ALWAYS Have an open mind and DISCOVER WHAT MOST NEVER DO IN THIS LIFE
 
-          The power of family
-          The gift of love
-          The capabilities of being different
-          The resource of meeting new friends
-          The willingness to ask for help
-          Power of Gratitude
-          The opportunities that come when you get out of your comfort zone
-          And so the list seems to go on and on and on……………..

Until next time BELIEVE you can fly!

Chad Hymas

Where's the Truth?

So In the spirit of semi-full disclosure (You don’t want to hear everything and I’m not telling)

• I used to sell group health insurance for Blue Cross Blue Shield of Wisconsin
• I earned a Certified Health Consultant (CHC) from Purdue University and the Blue Cross Association
• In general I understand this insurance stuff
• As a small business owner, I spend over $ 16,000.00 a year in health insurance premiums to cover 2 people one of whom is over 65 and on Medicare (the 65 year old isn’t me, you understand)
• No matter what increase in premium our insurer announces, we have to pay it because we wouldn’t be accepted by another company  due to health issues
• Most of the stuff you hear shouted on the news about the current health insurance reform is, as they say, horse hockey!
• I strongly support Health Insurance Reform

 

What I want to know is WHERE IS THE TRUTH AND WHO’S GOING TO TELL IT?

Of course there should be close scrutiny about the merits of any proposal, debate about how health care should be paid for – it’s our money after all – and lots of smart people charged to develop a comprehensive solution to a very complex problem. What we currently have doesn’t seem to meet any of my criteria. At least the part everyone is shouting about doesn’t seem to.

Anyone have ideas about how to turn down the volume and turn up the truth?

Hard THEN Easy!

Last night at the LLLS meeting (Lusty Ladies Literary Society, don’t ask), the book club my daughter, Miriam and I belong to, Heidi, a long time member said to Jenn, a newer member,   “If you haven’t noticed, Miriam and Chris LOVE the word problematic. They use it a lot.” Her comment took me by surprise. I wasn’t aware that either of us overused that particular word. It was, well, problematic.

 

It’s easy to fall into patterns without recognizing them. I appreciate when someone helps you by being brave enough to give you feedback. Thanks, Heidi.

 

On the other hand, there are times when you recognize a pattern yourself. That event usually suggests that it is time to pay attention to the repeated message. That’s been happening to me this week, too. It started when I heard myself say, during a discussion about blending children into a new family, “It will be hard before it gets easier. You have to go through the hard part to get to the easier part.” At the time, I thought, “That’s a good phrase. I need to remember that.” Over the next four days, I’ve been involved in five conversations that required restatement of what seems to be my new catch phrase. Driving back from Mosinee this afternoon, it seemed like this blog was a good place to use it for a sixth time was because people in the midst of change need to hear this message, big time!

 

Change is always going to arrive with elements that are hard in the beginning. Doing something in a new way, employing a new skill, or even invoking a new thought pattern will always be tougher than doing, employing, or evoking the tried, tested, and mastered. That’s why change, in and of itself, is difficult. You resolve to change; you start – even with enthusiasm – and take a few tentative steps. And all too soon it gets hard – not better. Quitting is easier than continuing. No wonder we hate change and don’t do it very well.

 

See if this seems familiar. Try changing your eating patterns. Today is the day, you say to yourself as you climb out of bed. You eat a good breakfast. Head off to the office and meet a co-worker who’s carrying a box of freshly baked donuts because it’s her birthday. “Pour yourself a cup of coffee and head to the conference room,” she says, “I got you your favorite – chocolate covered with sprinkles.” Okay, you think, tomorrow will be a better day to get this diet off the ground. It will be hard before it gets easier.

 

No wonder people who make tough changes successfully seem so rare. It’s not because they can’t do something different – it’s because most people are unlikely to keep doing the difficult thing long enough to make it a new normal. We don’t realize the absolute reality that it WILL be hard before it gets easier. You have to go through the hard part to get to the easier part. Allow me to be the one to mention it!

Come On Josie, You Can Do It!

Josie has been scooting along with her own unique crawling style since early May. She had her first birthday at the end of June. In July, standing up - holding on to a reliable piece of furniture or adult became the norm. August brought the fun game of looking adorable for an adult so they'd take you for a walk. Here it is September and Josie is four steps away from walking by herself.

I've been watching Josie. She stands, holding on - one hand is okay - and lets go. She stands un-tethered and looks around. Finds something across the room of interest. Plops down and crawls full speed to get it. Why take the risk of walking when crawling gets the job done?

The resistance to change starts early! Since Josie’s parents think she’s too young, she hasn’t attended one of my programs. I’ve tried a one-on-one, talking to her, explaining that walking is a much more efficient mode of movement and once she changes, she’ll no longer have those dirty knees. None of these techniques is very compelling to a one-year-old. Josie knows she can get what she wants by doing what she knows. Until she learns that walking is to HER advantage, she’s not going to change.

It occurs to me that many of the techniques used by organizations embarking on change initiatives aren’t very compelling to their people either. Since it appears we learned resistance at or before the age of one, we’ve had many years to perfect the resistance of change. I’m going to keep an eye on Josie’s progress and see if I can figure out when she sees the initiative to change as her own idea and a benefit to her. I’ll keep you posted.