A New Way to Work

Success and change without burnout by Dr. Geri Puleo

Archive for the tag “obstacles”

5 Myths About Organizational Change

Myth v fact

There are few words that are as dreaded by employees as “organizational change.”  But is the fear justified – or is it the result of some all too common misperceptions by change leaders?

Based on my research and practice, I’ve identified five common myths about organizational change:  what it is, why it often fails, and what to do instead.

Myth #1:  Change resistors must be silenced.  According to many change leaders, organizational change will only succeed IF you have “the right people on the bus.”  In other words, any employees – regardless of their positions on their organizational hierarchy or tenure with the company – must “get on board” or risk being removed from the organization.

Why This Is a Myth:  For the most part, change resistors usually have some very good reasons to support their reluctance to fully embrace the proposed changes.  Why would any change leader ignore their experience and insights?

What to Think Instead:  Change resistors’ ideas should be considered because they can forewarn of potential obstacles that can sabotage the change initiative.  Plus these resistors can potentially become some of the company’s best change advocates IF the change leaders address their fears and concerns.  Click here for more information on what I call the “Change Resistance Zoo.”

Myth #2:  If you present a logical argument, then people will change.  Business tends to be driven by quantitative metrics focused on achieving tangible results – which tend to be the primary focus of any change initiative.

Why This Is a Myth:  If only human beings would consistently behave in a “rational” or “logical” way – but it’s not in our DNA.  While human beings are logical and capable of rational decision-making, we are emotional beings as well.  Our behaviors are ruled by our beliefs, values, and the all-important WIIFM:  “what’s in it for me.”

What to Think Instead:  Effective change leaders focus on both the tangible and intangible aspects of a change initiative.  Employees’ fears stemming around potential job loss, demotion, or even closing of their office location must not only be addressed, but also incorporated within the strategic action plan.  You can’t ask workers to embrace the destabilization of their work environment without addressing the question of what’s in it for them as a result.

Myth #3:  Change occurs in isolation.  Organizational change can be compartmentalized, which makes it much easier to forecast any potential effects on other areas of the business.

Why This Is a Myth:  Organizations are constantly evolving, cross-functional, intradependent entities.  As a result, changes in one part of the organization can (and will) have effects on seemingly unrelated aspects of the business.

What to Think Instead:  Organizational changes affect the company’s lifeblood on strategic, operational, and tactical levels.  A “tweak” in a company’s product can (and will) affect not only the manufacturing process, but also the sales, human resources, customer service, and marketing functions.  A seemingly “little” change that can wreak havoc in a company’s short- and long-term functioning.  Think outside the box of compartmentalized change and consider the obvious and not-so-obvious consequences.

Myth #4:  To create transformational change, you must bring in outsiders to lead it.  Because the company’s culture is often the target of transformational change, the only way to get a “fresh perspective” is to bring in change leaders from outside the organization – maybe from the same industry, but maybe not.

Why This Is a Myth:  This is probably the most pervasive myth in transformational organizational change – and perhaps the reason why over 70% of change initiatives fail.  Outsiders may have new ideas BUT they also are not intimately aware with how things currently work in the organization and why they are being done in this particular manner.  As a result, there is often a lack of appreciation for the company’s history and an ignorance of the power of the company’s formal and informal network leaders.

What to Think Instead:  Consider tapping your current workforce for ideas on how to transform the organization – rather than thinking of them as change resistors.  Current employees have a great deal of intangible but persuasive capital within the company:  not only do they understand what is currently happening (which means that they are uniquely qualified to highlight the underlying problems), but they usually have some great (but often untapped) ideas on how to improve things.

Myth #5:  You can create change by sheer force of will.  If you really want to change, then you will be able to change – it’s all about willpower.

Why This Is a Myth:  If only change could be accomplished simply by willing it to happen.  It can’t.  Successful changes take place by moving through the transition period connecting the past to the desired future – no one navigates this “no man’s land” without a clear road map and the necessary resources to reach the destination.

What to Think Instead:  Change leaders need to provide the Four R’s throughout the planning and implementation process in order to ensure that successful movement through the transition period.  A Road map that outlines the desired path to achieve the goal, the potential effects throughout the organization, and built-in flexibility to stay on-track when obstacles emerge.  A compelling Reason for the change initiative that addresses tangible financial needs as well as the intangible emotional needs of employees.  Sufficient Resources to support employees as they move through the transition period – including manpower, relevant technology, sufficient financial resources, and emotional support.  Rewards that celebrate the short-term wins along the way to transformation; this can be financial or (perhaps even more important) time off or public recognition for employees’ often Herculean efforts.

Organizational change is not for the feint of heart.  It can be confusing, confounding, frustrating, and terrifying.  The first step is to debunk these five prevalent myths about the process of change.  By replacing them with more proactive beliefs, both change leaders and change targets will be more likely to listen to the arguments as to why they must temporarily destabilize their current work environment in order to create one that is better for both the organization and them.

Dr. Geri Puleo, SPHR, is the President and CEO of Change Management Solutions, Inc., an eLearning company focused on techniques to eliminate the 5 workplace stressors that create and sustain burnout:  Job Change, Organizational Change, Work-Life Imbalance, Poor Leadership and Management, and Ineffective Human Resources.  An entrepreneur for over 25 years, author, blogger, career coach, university professor, and researcher, you can see her “in action,” watch her TEDx Talk on YouTube at https://www.youtube.com/watch?v=hFkI69zJzLI.  To contact Dr. Puleo, please go to www.gapuleo.com

 

 

Lemons, Lemonade, and Lemon Drops: The 3 Possible Responses to Any Challenge

Lemons

It has been said that “life is what happens when you’re planning something else.”  Our responses to these unwanted, unexpected, or “unfair” situations are the determining factors of how our lives will continue after these situations eventually end.

These responses are more profound than the simple choice between optimism and pessimism. Instead, our responses to any situation reveal our “go to” reaction to the inevitable challenges that life throws in our paths.  Do we persevere, seek revenge, or retreat from the situation?

Whenever life throws a curve ball, we are blessed with the innate power to control how we perceive it and respond to it.  Really.

Over the past 6 weeks, I was deep in the demands of being the executrix of my father’s estate. For what appears to be unfathomable reasons to “everyone,” selling his house (the primary asset of his estate) was fraught with difficulties, lies, and unethical treatment by the professionals with whom I entrusted the marketing of this property.

But, more importantly, these challenges caused me to scrutinize my reactions to this enormous and prolonged challenge (he passed in May 2014) that life had thrown in my path. My responses ranged from high hopes and confidence in the predictions that it would be a very quick sale to frustration, anger, and (ultimately) apathy toward the entire process.

The problem was that I couldn’t simply walk away from it. The house had to be sold in order to get out from under the surprisingly high costs of maintaining it.

I am a firm believer that there is a higher truth attached to everything that happens to us.  Each person and event in our lives ultimately provides us with opportunities to learn the lessons that we need in order to move beyond them and go forward toward our destinies.

Since my descending emotions mirrored those that lead to burnout (see my Burnout During Organizational Change [or B-DOC] Model), I was well aware that I had to develop a proactive response to these challenges.

In order to avoid a full-blown, long-lasting, emotionally and physically debilitating burnout, I had to take stock of not only what was happening but also how I was interpreting it.

What I discovered is that when life throws the inevitable lemons onto our paths, we have the choice to respond with lemons, lemonade, or lemon drops.

The Lemon Attitude: Lemons are valuable ingredients to bring acid and brightness to a recipe. The lemons that life tosses onto our paths have the potential to do the same:  to bring brightness and clarity from a tart and challenging situation.

But responding to life’s challenges with a lemon-based attitude throws additional acid onto the situation. It simply sours the entire experience by responding with pessimism and negativity.

A lemon-based response keeps us focused on the tart acidity of the challenge. Lemons blind us to the complete circumstances of the problem by reinforcing our frustration and anger.  Lemons focus on devising diabolical ways to “get back” at that which is causing our distress.

Just like too many lemons in a recipe can cause the dish to be inedible, responding to life’s challenges with a “lemon attitude” overshadows all the other aspects or “ingredients” of the problem — aspects that can be transformed into a more positive outcome.

The Lemon Drop Attitude:  Lemon drops are a very popular alcoholic drink – since they taste good, we might end up drinking a little (or a lot) more than we should. The result is that we escape and “forget” for at least a little while.

Responding to challenges with lemon drops is akin to being ostriches with our heads firmly buried in the sand. Instead of responding in a forthright manner to the obstacle that life has presented to us, we ignore the problem.  Or we refuse to take responsibility for our potential role in solving the problem.  Or we adopt the role of a victim by blaming the whole thing on someone else.  Or we put on a “happy face” and just “hope for the best.”

The result, however, is the same: we do nothing.

But we erroneously rationalize our lack of action as evidence of our “patience” — when, in fact, it is the result of fear or exhaustion. And, despite our attempts to “escape” the problem, it gnaws away at us in both our waking and sleeping hours.

While there is a time in every prolonged challenge to take some “time off,” I personally believe that the amount of time has to be limited. Otherwise, it can easily become a self-defeating habit:  ignoring a problem will never lead to the results that we desire.

The Lemonade Attitude:  We’ve all heard the old adage of turning lemons into lemonade when life throws challenges at you. It’s a lot easier to do when the problem isn’t big, prolonged, and financially or emotionally destabilizing.

But this change in our perception of the problem is the only way to proactively address it. We summon the courage to face our own fears that caused us to perceive the situation as a challenge in the first place.

After all, our perception is our reality.

The lemonade attitude is not a vacant affirmation that “everything is going to be all right.” The lemonade attitude requires courage, self-understanding, and a belief that there IS a way out of this debacle (but we just haven’t discovered it yet).

The recipe for lemonade is quite simple: lemons, water, and sugar – but they have to be in the right balance.  Adding the right amount of sweetness or positivity to our perception of the situation is what transforms the tartness of the challenge into something that is not only drinkable, but can also be enjoyable.

Yes, I am saying that any challenge life throws at us has the potential to be enjoyable. (And, no, I haven’t drunk too many lemon drops in order to believe this.)

The foundation of my personal belief system is based on life-long learning – not just in the “book” sense, but also in the more esoteric realm of self-knowledge, self-acceptance, and self-growth. It is not an empty “feel good” affirmation, but an energizing “live good” journey.

At no time in my life was this belief system more challenged than in the past 18 months following my father’s death. I am glad to say that the house sold at the end of October and I am in the last steps before closing the estate.  It was a difficult, challenging experience but one for which I will be eternally grateful.  It challenged my beliefs and I came out stronger than I was before.

Life’s lemons are inevitable. Will you respond with more lemons, mind-numbing lemon drops, or a revitalizing lemonade?

Dr. Geri Puleo, SPHR, is a change management/HR expert and the President of Change Management Solutions, Inc.  A popular speaker at regional and national conferences, she can be reached at gpuleo@ChangeWithoutBurnout.com.  You can watch her TEDx Talk on YouTube at https://www.youtube.com/watch?v=hFkI69zJzLI

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