Category Archives: Change
It’s the uncertainty of change and the way it’s gone about that causes the problems, not the change itself.
You know when you’re in a conversation and the person you think you’re in a conversation with is having a different conversation, even though you’re both speaking with each other, and at some eventual point, one of you realises before the other that you’re talking at cross purposes? At that point, you have to either stop talking and backtrack, or you have to interrupt them. You know that look in their eyes just before they get what’s been happening, that confused, almost pained expression? Remember that face. That’s the face of change.
I recently needed to visit a firm that dealt in air conditioners. I was told it was in William Pickering Drive. I didn’t bother getting any more specific details such as the name of the firm or the actual street number. I drove along and saw in the distance a big red sign saying “34C” and a much smaller black and white sign saying “Climate Control.” In a brief conversational exchange with someone in passing in the reception area, I glibly commented that “34C” was a clever name for a firm dealing in climate control, although probably a tad warm for my tastes. I wouldn’t say what followed was a heated exchange (pun intended) but there was certainly escalated confusion, as I was sure the name of the company that dealt in climate control was “34C” whereas the reality and the other person’s perspective was that the company was called “Climate Control” and “34C” was their street number.
At some eventual point, the other person realised what had been going on and interrupted me. The few moments either side of that was the conversational equivalent of when you’re sitting in a chair and leaning back and you get to a point and you don’t know if you’re going to fall or stop yourself falling. I’m sure there was a confused and almost pained expression on my face – the face of change.
The theme of this issue of Employment Today is ‘Managing Change.’ It’s the uncertainty of change and the way it’s gone about that causes the problems, not the change itself. Research shows that worrying about losing your job causes greater ill health than actually losing your job. Sarah Burgard from the University of Michigan has shown that job insecurity (fear) causes more illness than the eventual reality of unemployment.
So, what can canny employers do to prevent, or at least mitigate, any harm caused by potential change, actual change or the perception of the risks of possible change in the minds of the employees to which the changes happen? Let’s look to Hollywood for some answers.
With the synchronisation in recent years of movie release dates around the world and the tsunami of streaming and downloading or movies, a lot of our friends are seeing a lot of movies before we do. And, good friends that they are, they’d love nothing more to share their experience with us and encourage us to see their recommended films. The term “Spoiler Alert” has thus fallen into common usage as our good friends give us notice if anything they are about to say might ruin a critical story point or narrative twist.
This is the lesson from Hollywood for employers – DO THE OPPOSITE!
Provide spoilers at each and every stage that you can and repeat them more often than you think is necessary. The less uncertainty the better when it comes to managing change. It’s the uncertainty that causes the problems and damages the relationships and the mental and physical health. Change isn’t going to stop – both the change you’re deliberately and proactively provoking and the never-ending stream of reactive changes in today’s economy and workplaces. That’s the reality and will continue to be so. What you can control to a greater degree is the level of uncertainty. So, sprinkle out those spoilers like salt on takeaway French fries (way more than a normal person thinks is necessary.)
I’m performing in the NZ International Comedy Festival this year in a show called ‘The Grin Reaper.’ While it’s an hour of stand-up, its theme is about how to live longer, based on a great book on longevity studies called ‘The Blue Zones’ by Dan Buettner. Learning some life lessons from those who’ve lived the longest, they’ve distilled the research down into nine key things you can do to add ten quality years to your life. ‘Having purpose’ was one. ‘Wine at 5’ was another so that’s good news. A couple of others related to ‘a sense of belonging’ and ‘handling stress.’ That’s where change presents itself. Managed badly, change can literally affect the quality and quantity of our years. Managed well, it can enhance both. Also, you should totally watch the movie ‘The Sixth Sense.’ It’s not so much about longevity but definitely about spoilers.
You know how you walk in a room and you get a whole bunch of things done and then, just as you’re about to leave the room, you realise that you didn’t do the main thing that you actually went into that room to do? Now think about that, but instead of a room, it’s your life.
This HBR article about debriefing is one I wish I’d written. (From meglomaniacal me, that’s high praise.) I’m often directing participants in my training workshops to conduct debriefs. I tend to use experiential models a lot. For non-trainers (muggles?), that means we do things, then learn from them in a structured way. I favour a 3-phased approach, repeated over and over:
- Frame the activity
- Conduct the activity
- Debrief the activity
I hear a lot of people using the word ‘debrief’ and its meaning seems to vary wildly. In that sense, the word ‘debrief’ is much like the word ‘spicy’ or the word ‘love.’ I try to consistently summarise the meaning of it in my workshops, not just because we’ll use it in the workshops but because it’s one of the most useful things you’ll ever learn in life, not just for work, but for situations where things happen and you’d benefit from learning afterwards. That applies a lot outside work (hopefully.) Relationships and families could well do with that skill. It’d certainly give us something to talk about over compulsory sunday night family dinners.
To do something and to deliberately learn from it is what successful people do. That might even be a great definition of what success is. To do something and maybe learn from it or not learn from it is what most people do most of the time. Don’t be most people. They’re nice enough but…
The HBR article gives a great structure if you want to either learn debriefing yourself or communicate it to others:
- Schedule a regular time and place (ie make debriefing part of the way things are done around here!)
- Create a learning environment
- Review 4 key questions: What were we trying to accomplish?; Where did we hit or miss our objectives?; What caused our results?; What should we stop / start / continue doing? (I’m a big fan of stop / start / continue; That’s the name of one of my books ‘Stop Start Continue’!)
- Codify lessons learned (People after us will learn from our mistakes, not theirs.)
Here’s a recent podcast of mine about the Dunning Kruger Effect. It’s a useful phenomenon to be aware of when leading different types of people, especially when needing to give performance feedback of any kind. There are two sub-groups of people who are least accurate at assessing their own levels of performance: the very excellent and the very non-excellent. Most people are average or either side of it and their self-assessments are ‘there or thereabouts.’ The high performers become high performers because they underestimate how good they are (or should / could be) and try harder and smarter as a result. AND they continue to improve through deliberate and focused practice built on feedback.
The best illustration of the other end of the scale where poor performers never improve because they either never receive feedback (or effective feedback) or they are closed to it are the auditioners for any of those Idol-type shows where security has to escort them off the premises. They characterise perfectly the Dunning Kruger Effect. They simply cannot believe they’re being told “No” and that they’re not the next Mariah. Their dramatic OTT response is great for these shows and symptomatic of why they’re never going to get any better without a substantial external intervention in their lives. Or never. How many of these people have you worked with over your career? Here’s John Cleese’s interpretation.
All sweeping generalisations but an interesting lens through which to look at your team.
I blog about engaging people – employees, customers, people generally. One major tool for achieving that is feedback, in the broadest sense of the word. I also have a bit of a sideline as a stand-up comedian. I have a show in the comedy festival coming up in May. As part of that, the festival folk run a series of shows beforehand as mini preview workshops. It’s a weird and surreal experience as a performer. Performing stand-up isn’t that normal generally but this is really putting ourselves out there.
The format has an MC who’s more of a facilitator. The ticket is free and the show is advertised as what it is – not a normal show. The crowd on my night was a whole lot of people who seemed to really know their comedy as consumers or fans or officionados. They were a good test crowd generally. They laughed if they thought it was funny and they didn’t if they didn’t. Which is what you want as a performer trying out stuff en masse for the first time. Each performer did 15 minutes then sat on a chair on stage for 10 minutes while the MC facilitated out questions to the audience. I’ve been doing comedy for 10+ years and I regret not having an experience like this sooner – undiluted, instant, specific reactions. Plus a fair few new ideas to build the content.
I thought it might be a good blog topic as I walked away, abuzz to get writing and re-writing the comedy but with a parallel thought as to how much this would be a useful idea to anyone in any kind of job. Plumbers, salespeople, neuro-surgeons (they don’t like being called ‘brain surgeons.’ You know what they say about brain surgery? It’s not neuro-surgery!)
The very next day I was running a training workshop (or as I like to call them, a ‘learning workshop. It was on communication for a team of sales reps for a wine brand. I told them the comedy lab story and they took it on board and put it in play for their own workshop.
It really worked.
Maybe ask yourself, how can you set up an environment at your workplace for newbies or not-so-newbies to bolster their ‘performance’ and hone their ‘material’ in a safe but constructively challenging way?
I write the funny last page ‘Last Laugh’ in the magazine ‘Employment Today.’ I try and keep well ahead of deadline so my articles are usually written a couple of months ahead of when they actually get published. The one I’m currently writing is for an edition where the theme will be the future of the workplace. There’s predicting the future and there’s making the future and there’s guessing and there’s not bothering. I think those are the options. People try to predict trends, fashions, sales targets, market forces, lotto numbers, weather, earthquakes. There are winners and losers. Experts are routinely wrong and even more routinely remiss at noticing their errors. Reporters cite the expert de jour ad infinitum on whatever their topic is regardless of whatever their track record was.
I do own the ‘Back To The Future’ DVD box set so I could look it up but I’m not going to. I think that 2015 might be the year that Marty McFly and Doc went to from 1985? Might have been August? They made some real efforts at guesstimating a vision of a future – a future which is about to hit us smack in the face. Again, we’re probably going to be missing our flying cars but I think the ‘backward pants’ thing is depressingly close to the mark. Bieber may already be doing that.
So, as I write my article in the present about the future for a magazine that exists in the future, there are a fair few predictable types out there with their own predictions for 2014 and employee engagement. Some are tossing around new buzzphrases like ‘Engagement 2.0. Yuk yuk. Here’s one set of predictions I find quite sensible. Here’s another which might be right(ish) but I find a little worrisome. (Is that how you spell “worrisome”? I’m not sure which… concerns me.)
I might see if the kids want to watch ‘Back To The Future.’ Some great quotes, “Roads! Where we’re going, we don’t need roads!”
Yes you will Doc, yes you will. Sorry.
Successful organisms and groups in nature rely on diversity as a defence mechanism and to provide tools to deal with a wide range of situations – business is no different. Here’s the rest of that thought, expressed in my lead article from the Careers section of The NZ Herald on 20th July 2013. To save me re-typing it, here it is in image form with a link back to the Herald’s original online article.
Q: I want to be a great leader. What’s this thing called “employee engagement” I’ve been hearing about? Is it just consultants coming up with some new term to sell me their services, or what? I’m hoping it’s real. Economic times are tough. I need something to get more out of the team I lead. – Bewildered of Birkenhead
A: Dear Bewildered of Birkenhead,
The phrase “employee engagement” might be new and it certainly is flavour of the month in leadership literature, but the underlying concept is true and timeless human nature.
Employee engagement is not “morale” or “satisfaction” or “happiness”. Plenty of unhappy people are highly productive and plenty of deliriously happy folk are fine with showing up, punching a clock, getting paid and going home regardless of whether anything productive happens. Employee engagement is the extent to which an employee chooses to apply discretionary effort. It’s doing more than you have to because you choose to.
So, there are engaged employees doing more than they have to, present employees who do only what they have to, and disengaged employees who are reading this careers section at work to find a new job with anyone who isn’t you.
The numbers vary a little across time, industry and geography, but they’re remarkably consistent: 26 per cent are engaged, 28 per cent are disengaged and 46 per cent are present.
These are averages. What are the proportions in your workplace?