Has Navigating Change Become More Difficult?

Mitchell Kusy co-authored a book with Mike Valentine and Gilles Benoit entitled The Playbook for Leading Change: Proven Strategies for Success, which was published this December. This book explains how leaders continually receive multiple messages on how to lead successful organizational change. The confusion created by these multiple messages has contributed to a high failure rate in change initiatives, as organizations struggle with watered-down approaches that offer generic solutions instead of tailored, practical guidance. This book functions as a compendium of simple, easy-to-implement change strategies that work.

When I spoke with Mitch earlier this month, I asked him, "Why has navigating change become more difficult? What are the major challenges?" Here is his complete answer:

Ever tried spreading peanut butter on toast? You know how it goes. Every inch gets the same layer, whether it needs it or not. That’s the way some organizations approach change: a one-size-fits-all method that doesn’t consider the unique textures of the situation. But change isn’t toast, and a blanket approach rarely works.  We created this book with three goals in mind: 

• Beat the odds for change success. Too many change efforts fail. We help you succeed. Even in unfamiliar change territory, we help you understand what's needed, why, and how.
•  Cut through the “noise” of change with confidence. Change can be messy. Let’s bring some clarity to the chaos and give you the confidence to tackle it.
• Keep it practical with strong evidence. No heavy theories—just real, research-backed strategies that we distill into everyday practices you can actually use. 

One of the many experiences we have had helping organizations and teams lead change is that leaders sometimes bypass three important dimensions of change: 

• Self as the Instrument for Change. How can each person’s commitment fuel success? 
• Team as the Instrument for Change. What’s the team’s role in making the change happen? 
• Organization as the Instrument for Change. How well is the change aligned with the system that needs to carry it? 

Some researchers have demonstrated a 60% to 70% failure rate; others have 50% to 75%. “Why does change fail so often?” Sometimes, leaders don’t realize how complex change really is. Other times, they may fail to link their big vision to real execution. Maybe they forget to involve the people who need to bring the change to life. In some cases, they include people too late. And often, they miss the chance to connect change efforts with larger business goals. Sometimes leaders focus so heavily on the change itself that they neglect the transition people must go through to make it work. These are just some of the many issues that fueled our book. 

In the Playbook, we share how to address the four major change challenges leaders face:

• Organizational and team transitions/restructures. 
• Strategic alignment.  
• Team development and the capacity for change. 
• Work culture change, especially toxic work cultures. 

What has been your experience with change management and team building? Do you agree with Mitchell's points? What were some of the mistakes you saw with the initiative within your organization? 

Change Management and Continuous Improvement -- Is There a Disconnect Between the Two?

This past month, Kyle B. Stone published an interesting book entitled The Change Agent’s Field Guide: Mastering the Intersections of Change Management and Continuous Improvement, which helps anyone involved in leading continuous improvement within an organization better understand when to apply the change management techniques necessary to achieve successful outcomes. Many continuous improvement efforts fail because those leading changes do not recognize when to pause and evaluate critical intersections needing change management tools. This book provides clear guidance on when to pause, what to do, and how to navigate these intersections successfully.

When I spoke with Kyle this month, I asked him, "Why is there a disconnect between change management and continuous improvement?” Here is his detailed answer:

My premise on why continuous improvement efforts sometimes “stick” and other times do not is that many leaders of these efforts fail to understand the importance of change management and the critical intersections between people and process improvement.  My desire with this book is to offer a guide for leaders of continuous improvement and how to anticipate, manage, and measure change while engaging in continuous improvement. There are seven intersections that I describe that help close the disconnect between change management and continuous improvement.

1. Develop systems thinking skills
2. Triage Change
3. Make a plan
4. Manage the handoffs
5. Communication
6. Counselor
7. Political engagements and interactions

Managing these critical intersections is key to successful outcomes for planned or unplanned change initiatives. My intent is not to address all the various types of externally managed continuous improvement methodologies since most externally managed “accreditations” are based on alignment with standards generally designed to drive continuous improvement within the organization. The goal of this book is to provide a foundation of knowledge in both change management and typical continuous improvement methods so leaders of change can navigate the nuances and triage the challenges typically encountered whenever you are asking people to change the way they perform their work, which is a common outcome of most continuous improvement efforts. 

Following the foundation-building chapters, examples of how to identify and manage the intersections between those affected by change and the continuous improvement efforts are provided, assisting the leaders with anticipating and addressing critical junctures. Ignoring these intersections and plowing forward is a common failure during many continuous improvement efforts, often resulting in a lack of engagement, resistance, and sometimes sabotage. 

What do you think of Kyle's perspective on the relationship between continuous improvement initiatives and change management? For those who have led Lean and continuous improvement efforts in your organization, how was change management addressed? Did it improve buy-in and understanding among colleagues? 

Kurt Lewin's Change Model -- Does It Benefit Businesses?

In July of this year, Gilmore Crosby published a new book titled Leadership and the Frontline Workforce: Lessons from the Targets of Change. The book explores methods of organizational change through the real-life experiences of frontline workers. While leadership and management theory have traditionally been written from the top down, Crosby highlights a notable exception: Kurt Lewin, whose action-research demonstrated that those on the frontlines are often best positioned to initiate and sustain meaningful change.

Through a series of interviews, the book captures the voices of workers who lived through Lewin-style transformations -- before, during, and after the change process. Their stories reveal the full spectrum of experience: the good, the bad, and the often-overlooked challenges of being the targets of change within complex systems.

When I spoke with Gilmore in August, I asked him, “What is Kurt Lewin-style change and how does it benefit a business?" Here is his complete answer:

As noted in the book, Kurt Lewin’s change model is in many ways simple and often misunderstood. It begins with the simple premise that everyone wants to influence the systems they are in, at work and outside of work.

Lewin conducted simple research to test his theories. With group after group, he demonstrated that when people were told what to do without any chance to influence, they were less likely to do it, or if they did it, less likely to do it well.”

The book goes on to give examples of Lewin’s work, including when the government wanted farmers to irrigate differently during the Dust Bowl years.

The farmers who were simply lectured at did almost none of what was suggested. The farmers who engaged in group dialogue, who were genuinely allowed to influence, and who thought about their own solutions, implemented a high percentage of what they came up with. The same results occurred in all of Lewin’s studies, including with workers in an industrial setting.

The results of his studies were and continue to be groundbreaking. When people come up with their own solutions, they are far more likely to be committed to them.

The consistent result is higher morale and productivity. The book illustrates how, through interviews with executives and with hourly workers who went through change efforts led by me, my father, and my colleagues. The interviews bring to life conditions before, during, and after such a change. The methods can be applied to any organization and to society. 

In a nutshell, most leaders and consultants try to do most of the thinking. They fail to tap the knowledge and pride of the people who are actually doing the hands-on work. Furthermore, because they over-function in terms of thinking, leadership is further handicapped by the dilemma of handing off, imposing, or selling their solutions to the organization. The entire approach is a huge mistake, resulting in crappy implementation of potentially effective solutions, tension, blame, and low morale. This book teaches a better way.

What are your thoughts on Gilmore’s perspective? Are the leaders and managers in your organization familiar with Kurt Lewin’s change management methods? Do frontline employees have meaningful channels to share their insights and suggestions for process improvement?

Can Business Leaders Learn to See the "Invisible"?

In October, Michael Bremer published a new book entitled Learn to See the Invisible: How to Unlock Your Potential as a Leader, which describes four key foundations and 25 different actions leaders can practice to become more effective in training their eyes to see things tomorrow that are currently invisible. It helps leaders and managers to become better observers of their current reality by practicing getting better at getting better. 

When I spoke with Michael this month, I asked him directly: “What does ‘learning to see the invisible’ mean regarding leadership, and how does it actually benefit leaders and their abilities?” Here is his complete answer:

Let me begin answering your question with a short story.  

You and your spouse go to a big box shopping center with a large parking lot.  Right after you exit your car, you trip over one of those concrete blocks intended to block car tires. Your spouse looks at you and asks, “Are you OK?”

What is your response?  If you are like me and the 1000s of other people with whom I’ve asked this question, you respond, “I’m OK!”  Even though your toe is killing you.  Why?  You feel like an idiot, and you are embarrassed.  Plus, a host of other emotions.

It’s a very similar challenge inside an organization when a leader asks, “How are things going?”  Even when our intentions are good, there are a variety of reasons that people do not openly share their thoughts.  If a leader truly wishes to better understand the actual reality of what is happening, it requires some effort.

"Learning to see the invisible" in leadership means developing the awareness and skills to recognize factors, patterns, and dynamics that are not immediately obvious but that profoundly influence team performance, organizational culture, and decision-making. These "invisible" aspects lay hidden due to assumptions, biases, unspoken issues, underlying motivations, and systemic inefficiencies that might be overlooked in the daily flow of work. Leaders can make more informed, empathetic, and effective choices by learning to see these hidden elements.

How Does "Seeing the Invisible" Benefit Leaders and Enhance Their Abilities?

1. Improved Decision-Making: Leaders who can see beyond the surface make more informed and nuanced decisions. They understand the broader context and implications of their choices, which leads to better outcomes for the organization and their team.

2. Greater Empathy and Connection: Leaders build stronger relationships by recognizing their team's true needs and motivations. Empathy fosters trust, increases engagement, and enhances collaboration, as team members feel understood and valued.

3. Increased Agility and Adaptability: Leaders who are aware of invisible factors are better prepared to adapt to change. They are attuned to internal and external shifting dynamics and can pivot strategies or approaches in response to new information or challenges.

4. Empowering and Developing Others: Leaders who understand the hidden potential in their team members can provide targeted support, coaching, and growth opportunities. This empowerment leads to a more capable, engaged workforce, with team members who are better equipped to take the initiative and contribute in a more meaningful way.

How Do You Unlock this Potential to Become a Better Leader?

When you look at professional athletes who become champions in their sport, how do they get there?  They get there through hours of practice and constantly strive to improve the way they play their sport.  If your profession is leadership, shouldn’t you also consciously practice getting better at what you do?  

Learning to See the Invisible lays out four foundational elements for leaders to practice:

Step 1: Reflection – Understand how you currently lead and identify your starting point. 

Step 2: Unifying Purpose – Create a meaningful purpose that motivates and guides change. 

Step 3: Build Relationships – Foster trust and open communication while empowering your team. 

Step 4: Visual Leadership – Implement visuals that inspire improvement and facilitate discussions about progress against the purpose you seek to accomplish.

The book lays out 28 different actions leaders can practice to get better at doing the above. 

Leaders who adopt this transformative mindset can improve their relationships and take decisive steps toward becoming a champions. They exhibit a vulnerability through their curiosity and willingness to learn.  That vulnerability creates space inside an organization where other people can feel more secure in responding to the questions they are asked. 

The world needs better leaders, and I genuinely hope readers embark on this journey.

What do you think of Michael's perspective on leadership awareness and its effect on decision-making and workplace culture? What is the state of leadership in your organization? Are they making choices based on assumption or "confirmation bias"? Or are they truly understanding some of the hidden aspects that might be driving the true workplace culture of their organization?  

Does the Decalogue Methodology Improve Management Effectiveness?

Back in September, Angela Montgomery published a book entitled The Human Constraint: How Business Leaders Can Embed Continuous Innovation, Conflict Resolution, and Problem Solving Into Daily Practice, which explores an increasingly complex, interdependent, and fast-changing world where companies must have a way to overcome obsolete mental models and embed continuous innovation in their operations with a coherent organizational model.

When I spoke with Angela recently, I asked her: “How does the Decalogue methodology improve management effectiveness?” Here is her complete response: 

Whether it’s a startup, a scaleup, SME or multinational, smoke stack or hi-tech, leaders, founders, managers, and investors face challenges today unlike before. Applying linear thinking and conventional management tools is no longer adequate or effective. Our new reality is a complex, highly nonlinear network of cause-effect relationships. Moreover, the digital age requires better decision-making, faster innovation, and flawless delivery of products and services. What’s needed is a new way of thinking and operating. 

The Decalogue method introduces leaders to a systemic approach to managing operations. It helps them connect dots they would not otherwise see and strategize, plan, and execute at a whole new level. Learning to behave as one cohesive system involves identifying a unique leverage point (constraint) to propel performance and achieve significant and sustainable growth. The method enables a company to develop a systemic value proposition for the market that competitors cannot imitate while improving performance company-wide to deliver their offer reliably. 

The Ten Steps of the Decalogue enhance all aspects of business, from production to marketing and sales, project management, new product development, supply chain, finance, and M&A. The steps give business owners and leaders a clear and focussed path to achieving maximum value with the resources available. A leap in overall performance is achieved by defining a clear goal and measurements, understanding variation to map effective processes and interdependencies, and identifying the one factor that determines the pace of throughput. 

A key part of the journey is embracing and implementing necessary change. Our human ambitions and emotions all have a role to play, and this is what I hope to emphasize in the book. The Decalogue introduces a set of systemic Thinking Processes that enable companies to overcome cognitive barriers to change and channel their energies in a positive direction towards a common goal. These processes embed into daily practice the ability to solve problems, resolve conflicts, and continuously develop breakthrough solutions that add high value. 

What do you think of Angela Montgomery's perspective? Do you have experience with the Decalogue method? Do you think it would be effective in your organization? 

Bioinspired Strategies -- Do They Help Companies Survive?

During this past July, Daniel J. Finkenstadt and Tojin T. Eapen published a book entitled Bioinspired Strategic Design: Nature-Inspired Principles for Dynamic Business Environments, which shows that the same three capabilities essential for the survival of living organisms in harsh environments – efficiency, resilience, and prominence – are also critical for organizations in their process of navigating through their own hostile environments.

I spoke with both authors shortly after the book's publication, and during our conversation, I asked them: "What are bioinspired strategies and how do they help companies survive?" Here is their complete answer:

The bioinspired strategies described in the book draw inspiration from adaptations and mechanisms found in living organisms to solve complex problems. These strategies can be analogically applied to identify survival strategies applicable to human organizations, including companies.

This approach of analogically associating nature with business problems also encourages viewing business operations and challenges as part of an interconnected system.

Bioinspired strategies help companies survive by improving their efficiency, resilience, and prominence (we call it "ERP" capabilities) in challenging environments.

The key lesson in the book can be described as follows:

"The effect of any action on survivability cannot be understood by merely looking at its impact on one of the three ERP factors, efficiency, resilience or prominence that it seeks to modify, but requires looking at indirect effects mediated by the other two factors."

This means that a company’s actions don't exist in isolation – they can have ripple effects across all three factors, which together determine the company's overall ability to survive and thrive.

Firstly, companies can optimize their efficiency (E) by studying how organisms efficiently manage limited resources through principles such as resting, reduction, and reuse.

For example, consider how certain desert plants, like cacti, have adapted to conserve water in arid environments. They have developed specialized structures to store water and minimize water loss through transpiration. This natural strategy can inspire businesses to find innovative ways to conserve and efficiently use their critical resources, especially in resource-scarce operating environments.

Secondly, nature's lessons in adaptation to external forces guide business on resilience (R). Specific principles found in nature such as replacement, repair, and reinforcement can help businesses become more adaptable to market changes and crises.

For example, consider the well-known case of how camels store fat in their humps for long journeys. The camel's hump illustrates the role of reservoirs and reinforcements in survival when faced with extreme unpredictable forces. This principle is also found in business environments, such as building up buffer stocks or cash reserves to manage uncertainty.

Thirdly, the concept of prominence (P), inspired by how organisms balance their visibility towards predators, prey, and mates, can be applied to managing complex relationships that involve both attracting and avoiding attention from observers.

In nature, prominence capability is apparent in the ability of various cephalopod (squid, cuttlefish, octopi) species to alter their appearance in the presence of different observers (predators, prey, or potential mates).

In the book, we show how cephalopods' strategies for managing visibility can be applied to startups dealing with various stakeholders like investors, competitors, and customers.

Nature-inspired strategies offer design principles such as combination, removal, and segmentation. These serve as practical guidelines for generating ideas and managing trade-offs in strategic decision-making. By looking to nature for inspiration, businesses can discover innovative solutions to complex challenges and enhance their chances of long-term survival and success.

What do you think of Daniel and Tojin's ideas? Has your company implemented any methods that use nature as inspiration to solve problems?

Toxic Workplace Cultures -- Can Organizations Recover from Them?

Just this past April, Seth Allcorn published a new book entitled Managing Toxic Leaders and Dysfunctional Organizational Dynamics: The Psychosocial Nature of the Workplace, which explores work-life dynamics and the effects toxicities and dysfunctions have on members of organizations.

When I spoke with Seth this past week, I asked him: “How can organizations deal with toxic cultures and recover from them?” Here is his complete response: 

Leaders and organization members can become contributors to creating a toxic workplace that includes a wide range of dysfunctions and oppressive organizational dynamics that limit creativity and productivity. This is regrettably common and limits what the organization can achieve. Healing a toxic organizational culture begins by acknowledging its presence. This opens it up for inspection, “What is it like to work here?” However, like many if not most organizational problems, calling an organizational toxic culture into question can threaten leaders who may be a part of the problem. Organization members may also identify with these leaders and contribute their own harmful behavior. This process of “selecting-in” to these organizational dynamics by organization members creates a like-minded group who defend the toxicity. As a result, when striving to create positive change, a sense of threat may arise for advocating for change. Even so, taking up this challenge is to be applauded. However, the threats associated with creating change may lead to engaging a “disposable” psychosocially informed organizational consultant. 

The consultant should begin by first listening to organization members and then locate a meaningful and as near as possible non-threatening plan for change to avoid resistance to change. If the sense of threat is not too great, a group of motivated organization members may step forward to support the consultant and facilitate the change process. The consultant should also, after listening to a cross-section of organization members, engage the leadership group in a discussion of the findings and facilitate their development of a non-defensive plan to respond to the findings. The plan should be designed to safely engage everyone in a process of no-fault change. The direction of the change process should be toward creating a more open, inclusive, collaborative, trusting, and respectful culture.

What do you think of Seth Allcorn's perspective? Have you worked in organizations in which the culture would be considered toxic? Did the organization take steps to improve it? Was it successful?

Lean Six Sigma -- Its Evolving Best Practices and Issues

This past December, Terra Vanzant Stern published the third edition of Lean Six Sigma: International Standards and Global Guidelines. Lean Six Sigma (LSS) is designed to accommodate global challenges and constraints by capitalizing on Six Sigma and Lean Thinking, and her book assumes that the overall goal of operational excellence is to ensure that organizational tasks and activities are being performed to the best of their process capabilities. It defines continuous improvement as activities that support and empower environments to make flexible decisions that lead to ongoing improvement and effectiveness. It covers new global LSS standards, international implementation of process improvement programs,  new international LSS applications, and international LSS areas of competency.

When I spoke with Terra this month, I asked her: "What important updates are covered in this third edition of your book?” Here is her complete answer:

The updates included in this edition are crucial because I have taken Lean Six Sigma to new heights, incorporating cutting-edge updates and advancements that will leave you captivated. With a focus on enhancing change management and data governance programs, this edition is a game-changer for organizations seeking to optimize their processes and drive sustainable growth.

What sets this edition apart is its ability to seamlessly integrate process improvement methodologies with change management and data governance. We understand that these three pillars are essential for organizations to thrive in the current dynamic business landscape. By leveraging Lean Six Sigma principles, you can streamline your processes, drive efficiency, and achieve remarkable results.

Imagine a world where every process is optimized, every change is seamlessly implemented, and every data point is governed with precision. This vision becomes a reality with the help of the latest edition of this book. I have meticulously crafted a framework that empowers organizations to achieve operational excellence while ensuring compliance and data integrity.

But what truly makes this edition intriguing is the transformative power it holds. By embracing Lean Six Sigma, organizations can unlock their full potential and drive a culture of continuous improvement. From reducing waste and defects to enhancing customer satisfaction, the possibilities are endless.

With this third edition of the book, you surely discover how Lean Six Sigma can revolutionize your organization's process improvement, change management, and data governance programs. Embrace the power of Lean Six Sigma and unlock a world of endless possibilities.

The new edition of this book assists you as you embark on a journey toward operational excellence, enhanced change management, and impeccable data governance. It's time to revolutionize the way you do business.

What are your experiences with Lean Six Sigma initiatives? What issues and aspects do you feel should be incorporated as organizations change and evolve?

Why is the Failure Rate of IT and Change Management Projects So High?

 A few weeks ago, I had the chance to me with Scott R. Coplan in New York City and discuss the release of his new book, The Integrator: A Change Management Framework for Achieving Agile IT Project Success. This book defines change management as the single overarching methodology integrating Agile IT and project management. It does this because all projects are about change – significant organizational and personal change. The people involved – their participation in and understanding and support of these changes – ultimately determine IT projects success or failure. In fact, while all IT projects are about change, successful projects change human behavior.

During our conversation, I ask Scott, "Why is the failure rate of IT and change management projects so high?" Here is his complete answer:

There’s only one reason projects fail — leadership. You know who I’m talking about. Most of us have worked for that problematic project leader. 

Everything stems from a project’s leadership. They are the principal players or sponsors responsible for guiding each participant in completing the project successfully or failing miserably. 

A successful project requires a chain of sponsorship, including authorizing and reinforcing leaders. Authorizing sponsors have the power to approve, fund, and allocate resources to achieve a project supporting the organization’s clearly defined purpose. Reinforcing sponsors uphold, strengthen, and execute the project on behalf of the authorizing sponsor. 

The pervasiveness of project sponsorship problems stems from one fact. Just because an individual holds a leadership position doesn’t mean they know how to lead. They need guidance. 

In these instances, the problematic sponsor’s boss or a change agent must start by working with that struggling project leader. While having a meeting about their inadequacies is never easy, it is necessary. 

Most problematic leaders feel inhibited in a sponsorship evaluation meeting with their boss. As a change agent of 45+ years, I’ve conducted hundreds of meetings as the boss’s proxy.

This requires preparation before the meeting, including clarity about what the problematic sponsor must do, described in safe language. It’s typical for a sponsor to have little idea of what sponsorship means. I always start by taking time to listen and understand the problematic sponsor’s viewpoint, particularly about their role and what fulfills them in performing it. That sponsor’s input and my response may help them grasp the importance of their role and improve their performance. 

I’ve encountered sponsors that still don’t understand their role, requiring other options, like routinely assessing the sponsor’s performance and providing feedback. At times, I’ve recommended guidance from an effective peer in the problematic sponsor’s development process.

In severe cases, I’ve recommended replacing the sponsor. Their departure offers an opportunity for me to help the organization’s leadership find a suitable replacement. This is an individual who starts by engaging with their direct reports, establishing a shared purpose defined by enterprise-wide collaboration, followed by aligning their beliefs and abilities with that purpose. 

What do you think of Scott's perspective? Have your IT and change management projects been successful? Have there been leadership issues?

Implementing Change through Projects -- What are the Common Mistakes?

An impressive new book by Jeremy Nicholls, entitled The Everyday Project Manager: A Primer for Learning the Principles of Successful Project Management, explores the key attributes and skills of successful project management and describes the practical skills that will enhance project delivery regardless of your level of experience. In addition, Jeremy posits that success and survival in business relies on change and the way that business implements change is through projects.

At the beginning of the month, I spoke to Jeremy about his book and asked him: "What are the common mistakes made when trying to implement change through projects?" Here is his full answer:

Understanding the Context for Change

In the enthusiasm to get going and DO SOMETHING, organizations frequently fail to set a project within the wider business and strategic context.  Change via projects is easiest to implement, and more effective when it aligns with the overall background of change.  By considering the broader organizational goals and – importantly – how your project aligns to those goals, you will be better able to articulate the drivers for change.  This increases buy-in and significantly improves your change implementation.  When you think about it, this applies to personal projects too – your project to decorate the bedroom might be a great idea, but if your partner’s plan is to sell the house next year, they won’t support your change.

Identifying Champions

For change to be implemented most effectively, you require support up and down the organization. It seems to be stating the obvious to say that the more people who are championing your project, the more likely it is to succeed, but it is frequently overlooked. When people deliver projects, they tend to get very caught up in the nuts and bolts of the delivery itself.  It’s a different skill set, but one that the best project managers have, to get out there and engage with stakeholders and bring people along for the journey.  Your project sponsor is the key here; if they are not excited about the project outcome then there’s no reason anyone else should be.  But the main point is don’t just be a project manager – be a project cheerleader!

Get the Basics Right

There will be certain points during a change project where things get exciting.  This can be for a good, expected reason (the much-anticipated go-live), or a not-so-good, unexpected reason (an issue that threatens to derail the project).  In either case, when the temperature of the project gets to fever pitch, the first things to get side-lined are often the good (but not quite as exciting) practices that keep a project on track.  Stay focused on the objectives; remember the reasons for doing the project in the first place.  Avoid the tendency, to throw the baby out with the bathwater when the project hits a bump.  Go back to first principles, take a breath, and keep going.

What are your thoughts on Jeremy's perspective? Has your company been successful implementing change through projects? What attributes do you think compose a successful project manager?

Receiving Effective Feedback

I recently had a conversation with change management expert Rick Maurer, who recently published a second edition of his best-selling book, Feedback Toolkit: 16 Tools for Better Communication in the Workplace. While we agreed that feedback is essential at work, I stated that many would say that they don’t receive effective feedback. I asked Rick to offer his opinion on why many employees feel this way. Here is his response:

"Feedback can mess with our self-image. In spite of what we say, most of us don’t want people telling us that we fell short or are doing something the wrong way. So, we set up mechanisms to protect ourselves from hearing anything that might disrupt our fragile view of who we are. For example, we surround ourselves with the proverbial yes-men and yes-women or we send mixed messages. The movie model, Samuel Goldwyn, once said 'I want people to tell me the truth, even if it costs them their jobs.' Wise employees understood which part of the message to heed.

If we want a workplace where colleagues give us feedback, then we must do things that assure people we truly want to hear from them. Here are a few points to consider:

• Only ask for feedback if you are willing to hear what others have to say. Otherwise, you are setting them and yourself up for a very uncomfortable exchange.
• The only appropriate response to feedback is 'thank you.' Of course you can ask questions of clarification, but don’t make excuses or explain your reasons for doing something.
• Make it easy for others to give you feedback. Jack was a client of mine who asked people to anonymously write reactions to a new management initiative on index cards and submit them to his secretary. At the all-hands meeting, he first said 'thank you.' And then he picked up that large stack of cards and responded to questions and comments. He did not defend himself. He took responsibility for his actions and decisions, and used their feedback to engage them in a conversation about what comes next.
• Jack found a way that made it easy for him to take in what others had to say. Note that he did not ask for comments during the meeting. He knew that he might hear something that would cause him to go ballistic, and that would end the meeting. . Getting comments before the meeting gave him time to react privately before he met with the team."

What are your thoughts on Rick's comments? Does your workplace environment foster true communication or is it merely an exercise?

The Natural Barriers to Change and Lean Initiatives

I often come across online articles that discuss the implementation of a Lean initiative as akin to purchasing a new tool box, so I was impressed when I found this article on a blog site devoted to change management. This article succinctly explains the common barriers that hinder the transformational change needed to successfully reap the benefits of a Lean initiative.

In regard to those barriers associated with senior management, the article states that "measurements and rewards may be counterproductive." That is, managers might be driven to perform in ways detrimental to a Lean initiative because their objectives and incentives might be tied to an outdated accounting system or value of inventory. In addition, the article captures what I believe to be the most important cause of resistance to change by front-line employees and operators: They "will see the change to Lean as a loss of turf or status or as a downgrading of their skills."

I'd certainly like to hear you reactions to this article. Do you think it is accurate? Are there any important barriers missing from the discussion?