The assumptions and behaviors we have as leaders contribute to the outcome of change. Beliefs can be a hindrance to the change process. I recently had the opportunity to workshop provide training on managing change for a group of enthusiastic managers from a variety of companies.
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| Ron Eman ISA Training & Coaching |
Assumptions and behavior
In order to connect the workshop and the case studies to the issues that were alive among the participants, I had asked the participants to work out a preparatory assignment. The more completed preparatory assignments I read, the more fascinating it became to read about the stalled change processes that the participants lead. They are working on the improvements with the best intentions, but do not (sufficiently) get their team or individual on board. The cause? The assumptions that we make as managers and the behavior that we display actually hinder the change that you want. These assumptions and behavior actually get the managers into trouble. Managers therefore have a major impact on the success of the change!
I often read that the manager of the employees thinks that they are too reactive and too hesitant, but also that employees do not want to take their own responsibility and they cannot deal well with changes, which means that the employees need (even more) structure and guidelines. It is sad when a participant writes that the change is imposed by the higher management and that 'I' as lower operational management have to transfer the change to 'my' team. If you look at the change with these assumptions and your own behavior, and you do your utmost to implement the change, the change process stagnates and you get exactly what you do not want.
Tree hugging
I compare it to mountain biking on a single track. You may recognize it: with a nice speed you steer through a bumpy bend and suddenly you see that a big tree is half in your path, just before the end of the bend. You are startled and you focus; oh not against the tree, not against the tree, oh no. Your (almost) unconscious focus and thoughts skip the word 'not'. So it becomes; against the tree, against the tree and the result is easy to guess. Guaranteed that it will be tree hugging!
Conscious
When guiding a change, it is therefore important that you are aware of your own attitude and that you believe in the change. Because how you think about the change or the way you look at employees largely determines whether the change is successful or stagnates. If you do not believe in it, you communicate that verbally and non-verbally. Even if you think you are masking it well. If you do not believe in it yourself, why should your employees?
The more you persist in your assumptions about employees, the more you are confirmed in what you observe and that, for example, employees are reactive and wait-and-see. That is then the lens through which you look. If the change is difficult or the process even gets stuck, then take a 'distance' and observe whether your attitude and behavior are the limiting factor. What happens if you shift your attention from what you think you see to the questions of how it is possible that the change is stagnating and how, for example, the employees have become so wait-and-see. There is a good chance that you, as a manager, play a major role in this and that you are part of the situation. For example, because you do not involve your employees sufficiently in the content and keep coming up with answers yourself.
In order to understand the situation, I cordially invite you to write down the situation for yourself, how you think about (difficult and undermining) employees and what your role is in the change process. You will discover that every change is a change in behavior and therefore that people are an important link in your change process. You will have to test your assumptions by talking to your employees about what you observe and revise your behavior accordingly. That is not easy, but if you adjust your behavior based on the situation you described, you will be able to break the circle and make progress in the change. I realize that it is not an easy task, but you can ask for help. From your fellow manager, but also from me. I like to reflect!
Finally
It is not impossible that when you feel that change is stagnating, small behavioral changes are still taking place. It may be that you do not see it or it is not happening fast enough for you. Then realize that behavior that has been developed in recent years and has been learned or not, will not be unlearned tomorrow. That requires patience and time.
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