How Does an Engaged Work Culture Thrive for 25 Years?

Twenty-five years ago the ground broke in a cornfield in Indiana for an innovative new type of steel mill.  Nippon Steel of Japan and Inland Steel of the U.S. partnered with the United Steelworkers of America (USWA) to construct I/N Tek and I/N Kote.  The mill broke new ground both in its “technical” system, as well as in its “people” system.

After spending the recession years of the mid-80’s laboring in the Rustbelt and consulting with firms that were in bankruptcy, in danger of insolvency, or in general needing to “change or die,” the opportunity to work with a start-up company was a thrilling adventure early in my career.  As part of the renaissance of American steel, the company was going to be a radical departure from traditional, integrated mills of the past.  Instead it would be founded upon lean, continuous operations technologies.  To run the new type of “technical system,” union and management wanted a new type of “people system” – a new vision of partnership – a self-managed team approach.

During our design team meetings as the mill was built and commissioned, the dark joke was that “either I/N Tek and I/N Kote would be the shining light that would transform the autocratic, outmoded way ‘the old company’ [Inland Steel’s main integrated steel facility just a few miles away] would do business, or they will send troops to squelch the revolution in the cornfield.”  The design and implementation process was filled with excitement – and trepidation.

Last year the parent companies and union hosted a 25th Jubilee to celebrate their Silver Anniversary!  Twenty-five years of profit, productivity – and partnership.

Much has changed in over two decades.  The joint owners and the union has changed.  Nippon is now Nippon Steel and Sumitomo Metals.  Inland Steel is now part of ArcelorMittal.  The USWA is now the USW.   And the steel landscape has changed.  Foreign competition.  Domestic competition.  Customers changing expectations and preferences for lighter metals, new alloys.

Through it all, I/N Tek and I/N Kote has not just survived, but thrived.  Through management changes, union changes, employee changes, technology change, industry changes – and on and on.

Why?
Of course, the company is founded upon still-innovative technology and a winning business model.  And, a major success factor is the soundness of its founding work culture principals:  a TRULY team-based work culture, with people at all levels, in all functions, working together toward a common goal.

Are there problems?  Of course.
Opportunities? Yes indeed. And that’s why they contacted me a year ago, to ask me to come back and partner with them once again to “renew the work culture.”

These steelworkers have the savvy to realize that you can’t operate the equipment without periodically shutting down, taking it apart, lubing it up, and sometimes retrofitting it with new and improved parts.  Similarly, a work culture needs period maintenance and renewal.

We all can relate to that just thinking about our bodies – which are systems too!  Twenty-five years ago, I could work 16 hour days, travel to a new client with little sleep, and do it again.  Now, in my second half-century, I need exercise beyond running to catch flights, to eat right, and get a reasonable amount of sleep per night.  As the graphic shows, the longer we or any system last, the more energy we need to expend just to maintain “steady state”

Work Culture Maintenance & Renewal

A company’s work culture is a living, evolving entity.  At least, it should be if you want to effectively meet the many challenges that your organization will no doubt face, regardless of your industry or business model or geography.

Change Intelligent leaders know they need to remain agile and continually adapt to stay relevant and prosper. As we learned from Jim Collins and his team in How the Might Fall: And Why Some Companies Don’t Give In, companies that succeed into the future – while their peers which are highly successful in the short-term fail – is the combination of:

• Constancy of purpose – focus on vision, mission, and values, and

• Flexibility of process – evolving technologies, tactics, and techniques

Indeed, when I revisited I/N Tek and I/N Kote after two decades, the vision, mission, and values statements we drafted in the early ‘90s were still posted on the wall, in the office areas, operations pulpits, and maintenance rooms, throughout the mill – constancy of purpose.  And, now there were employees who were children of the founding team members, upgraded technologies, and new business practices – flexibility of process.

As a leader, do you pay attention to your organization’s work culture?  Work culture can seem an amorphous concept, beyond our intentional control.  And yet, while not completely in our control, we can have a positive influence on our company culture, regardless of our position, tenure, or age.

Here are some questions to ask yourself, as a leader committed to helping your organization be nimble, agile, and Change Intelligent into the future:

• Does your organization have a vision, mission, or values statement?  If so, when is the last time you looked at it?  Mentioned it to your team?  Used it to guide decision-making and behaviors?

• Do you periodically take a pulse of your culture?  What is the level of engagement?  Teamwork up, down, and across the organization?  Commitment to strategic goals and objectives?

• In what areas can we do better – where does our lofty rhetoric not match the reality of what it’s like to work in our company on a day-to-day basis?  On what topics would we benefit from engaging in tough conversations to get ourselves back on track, and in line with our espoused beliefs?

Change Intelligent leaders look to the past to honor collective history, look to the future to progress toward new horizons, and foster collaborative cultures to empower people to partner on the journey together.

What Can Winston Churchill Teach Us about Leading Change?

While in London, I had the pleasure of visiting the Churchill Museum, an extremely well-preserved vista into the past, displaying the underground rooms where Churchill, his ministers, military advisors and staff led the effort to win the Battle of Britain and ultimately World War II.  It was amazing to see history frozen in time, and learn so many details of the life of this great man and the trials and tribulations of that great generation.

Leading change can so often feel like a war zone – devising plans and strategies, arming ourselves with tools and tactics, focusing on the mission and averting scope creep, engaging stakeholders both allies and enemies, overcoming resistance, striving for small wins during the many battles to win the war, avoiding land mines, juggling scarce resources, regrouping and redeploying, coping with stress and battle fatigue, negotiating terms and conditions – I could go on and on, the analogies are seemingly endless.

Visiting the museum caused me to ponder what we as change leaders can learn from Churchill and his stewardship of WWII.  Among many other talents, he was known for his wry wit and exception oratory prowess.  Here’s a sample relevant for all of us in the business of leading change:

  • “To improve is to change; to be perfect is to change often.” Churchill said this in response to criticisms about the fact that he changed political parties.  Indeed, this quote is the essence of Change Intelligence:  to lead change, we must start with ourselves first.  This is one way that great leaders are both courageous and vulnerable – they reflect on their strengths and weaknesses, and course correct – sometimes in very public ways – to ensure their behaviors match their values and goals, even when it’s not easy.
  • “Blood, toil, tears, and sweat.”  This quote reinforces the fact that change can be a long and arduous journey.  While most of us will never have to endure bombing raids or food rationing, we all need to cope with the emotional tribulations of letting go of the old and grappling with the new, and our own and others’ feelings of loss, confusion, and fear.
  • “Never was so much owed by so many to so few.”  In this quote Churchill was praising the Royal Air Force, giving thanks for their heroism and sacrifice while fighting the Battle of Britain, during which Hitler’s Luftwaffe bombed the country relentlessly for months on end.  So often leading change can seem like a thankless job, and we can feel scarred and shell-shocked during the fight and for quite some time after it’s over.  Great change leaders acknowledge the hard work – both effort and outcomes – that helps us fight the good fight and prevail against what can seem like insurmountable odds.

One more footnote about Churchill:  he became Prime Minister in 1940, when he was 65 years old, and remained active in British and global politics long after the war ended, retiring at age 81.  Throughout the war and beyond, he is said to have outworked his staff.  I like to keep that in mind every time I get an invitation to join AARP in the mail!  We’re never too old to make world-changing contributions, and we benefit from the wisdom of our elders.

Enjoy living in peace and freedom today.

Leading Through Transition: 3 Powerful Tools to Equip Your Team

Dr. Bridges, a giant in the field of change management, shows us the distinction between “change” (what happens on the “outside” – be it a harrowing tsunami or a hostile take-over) and “transition” (what happens on the “inside” – our psychological and emotional reactions).

As Dr. Bridges demonstrates, transitioning from the old to the new happens in three stages; the Ending, the Neutral Zone, and New Beginnings. As leaders charged with supporting our people through major transitions, how can change intelligence help us as we endeavor to help others move through these phases?

  1. During the Ending Stage, we need to let go of the past, say goodbye to “the way things have always been done.”  Change intelligent leaders start with the “heart,” connecting with people at an emotional level, dealing with feelings of loss (security, status, skills).  They then educate the “head,” clarifying the why and what of the change:  What is really ending, and why are these changes necessary?  What’s the business case, and what’s the implication for me?  Helping the “hands” by explaining the specific plan and sharing as much information as possible multiple times through multiple mechanisms lends comfort and some sense of control during this stressful time.
  2. The Neutral Zone finds us, just like the first ambitious flowers poking up through the still-falling snow here in my hometown near Chicago, hovering between two realities – often confused and feeling caught in “limbo.” In this phase, build on your heartfelt connection with others by sharing your vulnerability:  in what ways have you been unsure and even doubting yourself, and how have you overcome your anxiety and gotten back to effective action?  Exhibit patience with missed deadlines and off-target efforts – recognize this is a sign that you need to engage the brain by prioritizing new goals and actively listening to unearth barriers people are facing, both in the shifting workplace and within themselves.  Talk tactics with people.  Change intelligent leaders recognize that they may need to deploy temporary procedures.  Providing structure and “hand holding” from an involved, in-the-trenches leader can be invaluable to guide people on the new path.  Work alongside people to channel the chaos into creativity, so you can all move from stuck to back in momentum.
  3. New Beginnings come when the change finally starts to happen. People’s first efforts in a new style are delicate, fragile, and easily injured.  It is a leader’s responsibility to protect and nurture.  Recognizing small successes and behaviors supporting the new way of working both recognizes people’s efforts as well as clarifies the new expectations for others.  Remind people of the purpose of the change and demonstrate to them through anecdotal stories and hard statistical evidence corroborating the soundness of the rationale.  Be consistent in rolling out the change and relentless in identifying and remediating systems and actions blocking the transformation that must occur.  Involve people as partners in the process – you’ll get actionable feedback, higher quality solutions, and mutual accountability to the team and the change objectives.  By approaching the transition process in this way, change intelligence leaders inspire the heart, engage the head, and help the hands toward a brighter future. And, they remember that the three stages are iterative, overlapping, and happen at different times and manifest differently for different people and groups.

While we can’t foresee when the tsunamis of life will hit us, we can prepare ourselves and be of service to others by building our change intelligence, so when the inevitable comes, we’re as ready as we can be. That’s why the most effective change leaders have the self-awareness to adapt their styles to the unique demands of unique individuals and their unique transition experiences.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

 

4 Questions about Change Intelligence (so you can apply it today)

To help illustrate how CQ is relevant to change leaders like yourself, I thought I’d share with you some of the questions I’ve been asked about how to apply the principles of the book to your team or organization:

  1. With all the leadership books out there, why was it important for you to write this book? From my first day on the job, standing in front of a room full of all-male steelworkers all decades older than me, I lived firsthand how challenging the role of a change leader can be.  It can be pretty scary to be the one up front and center  and intimidating to realize that even the best education and training doesn’t always prepare you to lead the change.  It’s been my passion for the last 25 years to equip change leaders to successfully navigate and direct change even in the most complex and challenging situations.  When you know your CQ, you know what to do next even if it’s a situation you’ve never faced before.
  2. What type of leader would benefit from reading Change Intelligence? I wrote the book for at any level charged with implementing change.  So, whether you’re on the front lines or in the C-Suite, Change Intelligence can be applied directly to your situation.   That being said, the demands and dynamics of leading change can be very different at the CEO versus project manager versus front line supervisor levels, and I offer advice to guide each based on my decades of experience coaching up, down and across organizations.
  3. What types of change is the book relevant for? What industries? The book is full of real-life case studies of transformations from mergers to new technology implementations to process improvements in industries spanning healthcare to high tech, refineries to retail, and steel to sales teams.  This is critical, because as leaders, we are constantly on point to manage multiple changes at once, and the pace is increasing, and the scope becoming more complex every day.  What matters is less the specifics of the change or industry dynamics, and more that by knowing your CQ you are equipped to lead change even when you’re facing a challenge you’ve never experienced before.
  4. What’s the book’s key message – the bottom line – and how can I apply it today? The big “ah-ha” of the book is that it is possible to lead successful and sustainable change – if it’s led effectively.  And it is possible to lead change effectively – not necessarily by starting with “overcoming resistance by others” or applying a new tool or process – but rather, by looking inside, and starting with yourself as a change leader.  What are your strengths?  What are your blind spots?  What are you natural tendencies as a change leader?  The 15-minute Change Intelligence self-assessment ($97 Value) that comes free with every book helps you answer these questions quickly, and the customized report each reader receives contains simple, practical, and applicable coaching for how to bolster your CQ right now, on the job today.  When you know your CQ, you experience an immediate increase in your confidence and competence in leading successful and sustainable change.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

Nurture Yourself Towards Optimism

Watch the news and it’s easy to be cynical – wars, crime, disease, natural disasters.  And yet, is this the reality of modern life, or the interpretation of it that’s reported?  Considering violence, as Harvard psychologist Steven Pinker notes, “things really are getting better…..headlines are a poor guide to history. People’s sense of danger is warped by the availability of memorable examples – which is why we are more afraid of getting eaten by a shark than falling down the stairs, though the latter is likelier to kill us…..Despite the headlines, and with circumscribed exceptions, the world has continued its retreat from violence….As modernity widens our circle of cooperation, we come to recognize the futility of violence and apply our collective ingenuity to reducing it. Though a few narcissistic despots and atavistic zealots stand athwart this current, history does not appear to be on their side.”  [Click here for compelling statistics and graphics supporting his assertions.]

Andrew Weil, complementary medicine pioneer and wellness guru, recommends periods “news fasts” – “a news fast simply means opting out of watching the news on television, listening to it on the radio, reading newspapers, or following the news on the Internet for a few days or even a week at a time. I believe that taking periodic breaks from the news can promote mental calm and help renew your spirits. In this way, the anxiety and overstimulation catalyzed by the media may be minimized, and your body will function better.”  What a great way to spring into Spring – unplug, unwind, refresh and renew.

It can be challenging to focus on the positive, maintain a positive attitude, and consistently act with positivity.  And yet, the benefits of optimism are tangible.  As Martin Seligman, father of the positive psychology movement, states “optimists are higher achievers, better able to develop to their full potential, happier, and have better overall health,” among many other personal and professional outcomes.

More good news:  if you’re not an optimist by nature (and studies show that most people tend toward pessimism), hopefulness and positivity can be learned.  To build this mindset, Seligman sharesin Learned Optimism this simple yet powerful A-B-C model:

  • Adversity:  An event that happens.  For example, your company announces a new leadership team and reorganization.
  • Belief:  Your interpretation of the event.  For example, you think, “Here we go again!  A new regime and another program of the year!  Same circus, different clowns.”
  • Consequence:  Feelings and actions that result from your beliefs.  For example, you anticipate a lot of swirl without strategy, feel cynical and disengaged, and decide to keep your head down until this too shall pass.

Now, I’m not saying this is what “you,” my reader, would do – but you’ve witness this cycle.  Given the 70+% of the workforce that is actively disengaged (according to Gallup research), it’s all too common, and we’ve all experienced the lost productivity, poor customer service, and diminished loyalty and trust that results for organizations.

Yet, what about for us as individuals?  What can we control?  Ultimately, only ourselves – our attitudes and our actions.  While pessimism may be in our nature, we can nurture ourselves toward optimism – and reap all its benefits – regardless of what’s happening around us in our environment.

The first step is simply noticing our reactions to events – unearthing our own beliefs, and observing their consequences.  Second, we can begin to take even more ownership of our emotions and behaviors, recognizing that “I’m the boss of me”!  All empowerment is fundamentally self-empowerment, and all engagement starts with the choice be engaged – in work and in life.  As the Eagles sang, “So oftentimes it happens that we live our lives in chains – that we never even know we have the key.”

Cheers to powerful change leaders  who are full of positive change :)

 

CQ + EQ: A Potent Combination for Leaders (and what it means for you)

Assuming you’re familiar with CQ, let’s take a step back and look at EQ.  When introducing the concept to clients for the first time, I often get a response such as, “we base our decisions on logic and facts – we don’t bring our emotions to work.”  Or, as one of my more colorful clients, a manufacturing executive explained, “we don’t do that touchy-feely crap!”

But, we’ve all experienced how our preferences don’t always determine our reality – right? After all, anyone who’s even somewhat familiar with brain science knows that “leaving our emotions at the workplace door” is simply not possible:  When we experience a sensation (anything from our sense organs – a sight, sound, smell, touch, taste) it first registers in our reptilian brain, then passes to our limbic system (the seat of the emotions), and then travels to our cerebral cortex (our thinking brain).

As much as we might wish it were otherwise, we each bring our whole person to work with us everyday – our bodies and brains, our thoughts and our emotions.  And, moreover, we decide how we feel about something first, before we get a chance to process what we think about it!

Yet, the viewpoint expressed by the manufacturing executive is a very common one – and illustrative of the fact that even the most intelligent leaders are misinformed about what EQ really is.  As Daniel Goleman, a leader in Emotional Intelligence, teaches us, EQ is not about being “touchy-feely” – it’s about being aware of your feelings, and those of others; EQ is not about being nice all the time – it’s about being honest; and EQ is not about being emotional – it’s about being smart with your emotions.

Just looking at the impact of EQ on overall career success, consider the following:

  • EQ alone explains 58% of a leader’s job performance
  • 90% of top performers are high in EQ while just 20% of low performers are high in EQ
  • EQ is linked to job performance at every level in every industry

And moreover, to get a taste of the profound impact EQ can have on organizational success, when plant supervisors were trained in EQ:

  • Lost time accidents were reduced by 50%
  • Formal grievances went from 15 per year to 3
  • Productivity goals were exceeded by $250,000

You know from being a part of the CQ community that developing Change Intelligence empowers leaders to be more competent and competent in managing change, teams to be more effective in jointly facilitating change, and organizations (as a whole) to more smoothly bring to life successful and sustainable change.  But, what about the power of CQ and EQ when used together?  This is a question I’m often asked, both from the stage in delivering keynotes and also in working with executives and teams. I believe it’s an important one to explore – since it can accelerate your ability to make an impact and to successfully lead change.

Combining CQ and EQ is a winning approach to equip ourselves and other leaders to meet the increasingly demanding challenges we’re experiencing in today’s workplace.  I’ve learned this first hand using a joint approach over the last year at several client organizations.

In addition, I recently taught a guest lecture in the “Leadership Principles and Practices” class at Northwestern University.  Since he required reading for the class is both Change Intelligence as well as Goleman’s Primal Leadership, I addressed this question in depth to the graduate students in the class:

How can building our EQ in addition to CQ help us lead change?

Inspire the Heart:  High CQ leaders know that we need to connect, communicate, and collaborate with people to design and implement change that sticks.  High EQ leaders’ heightened relationship management skills ensure they are better able to do so.

Engage the Brain:  High CQ leaders know that we need to make the business case for the change, sharing visions for the future and strategies that paint a picture of how to achieve transformational goals.  High EQ leaders are more sensitive in assessing people’s “current state” in terms of their emotional reactions when confronted with a major change, and are more savvy in being able to craft customized messages that paint a more effective line-of-sight from present to future for a wide variety of stakeholders.

Help the Hands:  High CQ leaders know that we need to motivate movement to make changes real in the field, to translate lofty strategies to specific tactics people can execute, and provide them the training and tools to do so.  High EQ leaders have honed their radar to be in tuned with barriers that are standing in people’s way to altering their behavior and adopting new ways of working, such as fears of loss of skills, status, or security.

Moving to the team level, groups with members high in EQ, which also know their individual Change Leader styles as well as their Team CQ Profile, are better equipped to proactively and openly leverage their strengths, identify and shore-up their blind spots, and give/receive genuine feedback to facilitate true partnerships in leading the change process together.

Leaders with high EQ are more effective at engaging employees, and companies with engaged cultures outperform their counterparts on a wide variety of metrics from profitability to quality to customer satisfaction to turnover.  Workplaces with leaders who make a commitment to build CQ and EQ at all levels have a much higher probability of overcoming the dismal 70% failure rate of major change initiatives, and instead, execute transformations that stick – and generate a lasting return on investment.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

Women’s Voices at Work

From Marissa Mayer’s high profile people-management decisions in her role as Yahoo’s CEO to Sheryl Sandberg’s provocative assertions in her  book Lean In, there continues to be a lot of debate about leadership and the sexes – and whether men and women lead differently. Although there’s some hype and “drama” surrounding this topic, it’s a critical one to explore, since it impacts our ability to drive critical changes in these chaotic times.

Consider three intriguing sets of research findings:

  1. As reported in the Harvard Business Review: “Many believe that bias against women lingers in the business world, particularly when it comes to evaluating their leadership ability…To our surprise, we found the opposite: As a group, women outshone men in most of the leadership dimensions measured. There was one exception, however, and it was a big one: Women scored lower on ‘envisioning’—the ability to recognize new opportunities and trends in the environment and develop a new strategic direction for an enterprise.”
  2. In contrast, Dension Consulting: “the global leader in culture change and assessment, has found that women are rated higher on all leadership dimensions than their male counterparts.  However, men rate themselves stronger on “having a mission” and “adaptability” (traits associated with strategic leadership), while women rate themselves stronger on “involvement” and “consistency” (traits associated with people leadership and tactical execution).”
  3. Similarly, in this blog postI shared findings based on the CQ/Change Intelligence Assessment, that men are significantly more likely to report acting as Visionary Change Leaders (focusing on long-term goals), and women as Coaches and Facilitators (focusing on people and implementing short-term objectives.

What can we make of these findings – and how do they impact our roles, behaviors and attitudes as leaders?  Both Denison’s and my research demonstrate that men and women perceive themselves differently as leaders – men focusing more on purpose, women on people and process.  In other words, men tend to focus on results, women on relationships that facilitate results.  And, at least according to the Harvard study, others perceive these differences as well – at least with respect to visionary leadership. Can these results partially explain the glass ceiling effect – that while women outnumber men in the workforce and at lower and middle management ranks, they are sorely absent from the upper echelons?

As Sheryl Sandberg observed during her career as the COO of Facebook and wrote in Lean In, of course there are organizational and societal barriers that women face – and yet, there may be important internal barriers that hinder us as well, which may be invisible even to us.  How we perceive ourselves – our mindset – impacts our behavior – our behavior impacts how others perceive us – and how others perceive us impacts our opportunities to move ahead and to make a difference.  This is true for all leaders, men and women.

These are critical issues to explore if we want expand the ability of our teams and organizations to get the best from our brightest.  When women’s voices are heard at the top levels, companies see bottom-line benefits spanning from profitability to retention.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

What Can Change Leaders Learn from Salespeople?

When you think of “sales” and “salespeople,” what words leap to mind?  While some have positive perceptions, many would respond with choices such as, “sly, slick, and smarmy”!  Regardless of your formal role or job title, we’re all in the business of sales and we’re all salespeople – whether we like it or not. This is an especially critical message for Change Leaders.  It’s all about influencing others towards new directions. We partner with people to “sell” the new way and our ability to do this effectively has a direct outcome on the results we seek.

Now, in case that sounds like a “sales tactic,” let’s look at what it means to sell our ideas, our vision and intended outcomes.  What is the fine line betweenmotivation and manipulation?  To me, the difference comes down to two critical issues – mindset and goal.  Is our mindset that we are doing something “to” or even “in spite of” others, or, “for” and even “with” them?  Is our goal myopic self-interest, or is our intent to partner with others toward a positive new future for all?

We need to “adjust our style” to fit the audience as well as the stage in the sales cycle.  Change Intelligent Leaders are aware of their style in leading change, and have the savvy to adapt it – whether they are working with executive sponsors, impacting business leaders, or negotiating with project team members – to give people what they need “get it, want it, and be able to do it.”

That of course is the essence of CQ – that we each have a dominant tendency when leading change – to focus on the Heart, the Head, or the Hands – but the most effective among us know that successful and sustainable change needs all three:  to show people the vision for the change (the Head), to communicate how people will be impacted by the change (the Heart), and to devise a sound plan to close the gap between current reality and the goal (the Hands).

We so often focus on the “how” – and this tendency is particularly strong in “high Hands” Change Leaders – which is true for many PMs, given their execution-based roles.  Clearly, this is an important and necessary focus.  Indeed, one of the most common root causes of the shockingly high failure rate of major changes (70%!) is the lack of sound implementation and process to sustain the gains.  This is where high Hands Change Leaders shine.

And (not but!) while the “how” is important, people crave to know the “why” behind a change.  “Why is this happening?  Why are you asking me to do this?  Why yet another change?”  As humans, we are more motivated to work toward a goal when we see the line-of-sight between the part we are asked to play and the end game.

Change Intelligent Leaders communicate the “how,” the “why” – and the “who.”

Connecting with the Hands, Head, and Heart.  All three are requirements for genuine commitment from our teams and our people – as opposed to resigned compliance.  “Rain-making” salespeople and impactful Change Leaders actively develop and deploy their influence skills to follow the Platinum Rule – to do onto others as THEY want/need to be done onto – to “close the deal” and achieve the results they seek – for everyone’s mutual benefit.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

“Painful” Change Can Be a Springboard for Professional Development – But Only If You Are Open To It

Here’s an old story to contemplate:

A boy from a wealthy family receives a pony for his birthday.  The townspeople say, “what a lucky boy.”  The Buddhist monk says, “we’ll see.”

The boy suffers a crippling injury while riding the horse.  The townspeople say, “what an unlucky boy.”  The Buddhist monk says, “we’ll see.”

An invading army attacks the town and conscripts all the men and boys to fight with them, but the boy is not chosen because of his handicap.  The townspeople say, “what a lucky boy.”

You get the message.

As tortured Hamlet observed, “there is nothing either good or bad, but thinking makes it so.”  At times, each of us can feel like we’re in a hellacious situation, trapped, confused, scared, frustrated, and these reactions can be particularly acute in times of change.  Yet, at the same time, most of us can relate to how we have grown exponentially during our most challenging times.  We find hidden capacity within ourselves, untapped reserves of strength.  New, amazing people come into our lives.  New doors open that we would have passed by otherwise.  Whether it’s at home or at work, change can be a springboard for professional development.

That’s why I encourage you to, every so often, take some time to reflect on the power that change has in your life. Need some help getting started? Ask yourself the following questions:

  • What changes have I been through that seemed negative at first, but turned out much better than I expected?  Situations when were my fears not realized, but instead I emerged stronger and better than before?
  • What changes am I facing now that are causing me stress?  Even if the change itself is out of my control, what are three specific actions I can take to help me and my team cope with it more proactively, to take charge of what we can, to influence the direction or outcome?
  • How can I use the possibility presented by current change challenges to emerge as an even more impactful leader?  How can I use my skills at connection and communication to coach people to see unrecognized opportunities?  To perceive change as an opportunity versus a threat?  To share stories about taking response-ability to respond with resilience and agility?

As Price Pritchett affirms, “change always comes bearing gifts.”  Sometimes those gifts are buried deep or concealed in dark corners.  But always, every time, those gifts are there for us to find, and treasure, and share.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here.