The dictionary defines transition as “a passage from one state, stage, or place to another; a movement, development, or evolution from one form, stage, or style to another.” Leaders know this definition by a much simpler moniker – change. Every process improvement project, company acquisition and merger, or resignation by a seasoned manager places leaders squarely in the emotional crosshairs of transition. It is a place of limitless opportunities and challenges.
When leaders introduce change there is often a predicable response from the workplace – a principle called the 30-50-20 Rule of Change. In most enterprises 30 percent of the employees and managers will embrace the new initiative, welcoming the opportunity to stretch their talents and skills. They will be less concerned about all of the details and more interested in the potential outcomes of the planned project. Tapping into this positive attitude will be critical if the transition is to garner any momentum toward a successful outcome.
As the rule suggests there is another important group that will impact any attempt to launch a new initiative – the 50 percent of employees and managers that will choose to “sit on the fence”. By deferring their support these individuals are taking a “wait and see” attitude. Based on the outcome of previous company projects, this group has learned that many of the changes sought by management will quickly lose steam and likely fizzle altogether, if only they stand on the sidelines. Their experiences are indicative of a common problem that often plagues efforts at transition. Early enthusiasm for the next “big idea” is quickly tempered by the hard work and discipline needed to carry the project forward. Efforts to communicate early successes are often absent and little thought is given to how team members will balance the new tasks with their existing ones. When the initiative fails, it is easy for cynicism to take root and respect for future projects is soon lost.
The 20 percent in the Rule of Change principle are found in every enterprise. These persons resist change at every corner and sometimes fiercely defend the status quo to the detriment of the organization. It is hard to imagine any transition being welcomed for any reason by this group.
Leaders who are contemplating change would do well to target their efforts toward the 50 percent in this 30-50-20 formula. By engaging these skeptics through a combination of well publicized early successes, mentoring and coaching from the 30 percent group, and a deep commitment to achieving lasting change, a momentum shift will be realized. When the 50 percent agree to join the 30 percent already embracing the transitions, the 20 percent will no longer be a significant factor. Faced with the inevitable, they will either join the rest of the group or choose to move on in search of another work environment.
Today’s organizations face transitions that are driven by technology, innovation, competition, and economic/political forces. Leaders are expected to navigate these turbulent waters with ever decreasing resources. While understanding the 30-50-20 Rule of Change won’t automatically ensure success, it does remind us that those we serve will ultimately decide the fate of our change initiatives. Getting many of them “off the fence” is a good place to start.
Sunday, July 27, 2008
Sunday, July 20, 2008
Regarding Root Canals
This past week I experienced my first encounter with a root canal; a trip to the dentist that I knew would be necessary sooner or later (See my blog posting on January 27, 2008). Three weeks of intermittent pain had finally motivated me to act and X-rays confirmed the need for action. During the next 75 minutes I had plenty of time to reflect on a few leadership lessons I observed during my procedure.
Lesson number one is the importance of effective communication. Oddly enough I’m not thinking about how the dentist or his assistant communicated with me, rather I was struck my how critical it was for them to be “on the same page.” They acted as a team to efficiently drill the hole, extract the nerves, and fill the cavity. Several times I noticed the assistant anticipating what the dentist needed, even though he had not issued a request. I’m sure this is a result of the many times they have collaborated on similar procedures and the level of training and discipline they bring to their work. Effective leaders must state what they want as well as anticipate the needs of those they serve.
Access to the right equipment was the second lesson I observed. A root canal involves intricate and delicate surgery using a microscope and some unusual tools. I was even outfitted with a special mask and goggles to provide added protection. Throughout the process every step was dependent on having the right instrument in hand and the knowledge to use it. Drilling and filling require very different tools. Effective leaders provide the equipment that is best suited for the work being done. This attention to detail ensures that a quality product can be produced and employees aren’t frustrated.
The final lesson was learned as my root canal process drew to a close. While firmly packing the vacant nerve cavity with filling my dentist noticed that I was wincing in pain. It was a small and subtle signal that the Novocain local anesthetic was beginning to wear off. His first response was a quick and sincere apology followed by a reassuring word to allay any concerns I might have had about additional discomfort. An effective leader recognizes when their actions have impacted others and they take steps to repair the relationship or offer reassurance to calm fears and anxiety.
My trip to the dentist began as a mission to relieve a toothache. It ended with some timely reminders that effective communication, providing the right tools, and being sensitive to those we serve will relieve a different kind of ache – the pain caused by poor management. My root canal wasn’t cheap but the rewards for effective leadership are priceless.
Lesson number one is the importance of effective communication. Oddly enough I’m not thinking about how the dentist or his assistant communicated with me, rather I was struck my how critical it was for them to be “on the same page.” They acted as a team to efficiently drill the hole, extract the nerves, and fill the cavity. Several times I noticed the assistant anticipating what the dentist needed, even though he had not issued a request. I’m sure this is a result of the many times they have collaborated on similar procedures and the level of training and discipline they bring to their work. Effective leaders must state what they want as well as anticipate the needs of those they serve.
Access to the right equipment was the second lesson I observed. A root canal involves intricate and delicate surgery using a microscope and some unusual tools. I was even outfitted with a special mask and goggles to provide added protection. Throughout the process every step was dependent on having the right instrument in hand and the knowledge to use it. Drilling and filling require very different tools. Effective leaders provide the equipment that is best suited for the work being done. This attention to detail ensures that a quality product can be produced and employees aren’t frustrated.
The final lesson was learned as my root canal process drew to a close. While firmly packing the vacant nerve cavity with filling my dentist noticed that I was wincing in pain. It was a small and subtle signal that the Novocain local anesthetic was beginning to wear off. His first response was a quick and sincere apology followed by a reassuring word to allay any concerns I might have had about additional discomfort. An effective leader recognizes when their actions have impacted others and they take steps to repair the relationship or offer reassurance to calm fears and anxiety.
My trip to the dentist began as a mission to relieve a toothache. It ended with some timely reminders that effective communication, providing the right tools, and being sensitive to those we serve will relieve a different kind of ache – the pain caused by poor management. My root canal wasn’t cheap but the rewards for effective leadership are priceless.
Sunday, July 13, 2008
Choices
In a consumer driven culture like ours choices are everywhere. Would you like your fast food meal regular or super sized? Do you take your coffee black or with cream and sugar? How about the size – short, venti, grande, or tall? Do you prefer PC or Mac, text message or email? Every day we are faced with hundreds of choices about what to watch, read, wear, eat, or drink. The options can be overwhelming.
Leaders face choices too, most with implications that are far more significant than the flavor or size of their favorite hot beverage. The road we travel includes forks in our path. Many times these two directions represent significantly different options and outcomes. One may seem easier; where choices made result in quick fixes, nearly instant financial gains, and immediate recognition. The other promises only long-term gains, few accolades, and plenty of obstacles along the way. How do you choose?
The latter option is often the path leading to significant work. It is a choice that represents doing what is right, telling the truth, treating others fairly, challenging the status quo, and initiating change. Often this course means a lonely journey without the support of colleagues and friends. It may result in lost business, animosity from those who benefit from the systems being challenged, or suffering the slings and arrows of public opinion.
Why would a leader choose to follow this challenging road? Perhaps it is because of a personal stake in the outcome. Emotions, like anger or compassion, may fuel a desire to do the right thing. Maybe leaders who eschew the easier choices are simply following their destiny, living a call they have embraced and promised to follow. It’s hard to imagine that living out one’s purpose in life is always going to be easy and simple.
I suppose that following a comfortable path is a temptation for leaders because there is less at stake, at least on the surface. Who doesn’t enjoy recognition or financial rewards? Yet the legacy of leaders who take the hard and high road is more fulfilling. Their strength of character and integrity attract others to share in the journey. They model courage, service, and effectiveness that remain as gifts to their organizations and communities long after they are gone.
So the next time you face a crossroad in this journey we call life, think carefully about who is there with you (employees, customers, vendors, the voiceless in society). Your choice will likely impact them as much as it will affect you. Hard path or easy one – it’s still up to you. Choose wisely.
Leaders face choices too, most with implications that are far more significant than the flavor or size of their favorite hot beverage. The road we travel includes forks in our path. Many times these two directions represent significantly different options and outcomes. One may seem easier; where choices made result in quick fixes, nearly instant financial gains, and immediate recognition. The other promises only long-term gains, few accolades, and plenty of obstacles along the way. How do you choose?
The latter option is often the path leading to significant work. It is a choice that represents doing what is right, telling the truth, treating others fairly, challenging the status quo, and initiating change. Often this course means a lonely journey without the support of colleagues and friends. It may result in lost business, animosity from those who benefit from the systems being challenged, or suffering the slings and arrows of public opinion.
Why would a leader choose to follow this challenging road? Perhaps it is because of a personal stake in the outcome. Emotions, like anger or compassion, may fuel a desire to do the right thing. Maybe leaders who eschew the easier choices are simply following their destiny, living a call they have embraced and promised to follow. It’s hard to imagine that living out one’s purpose in life is always going to be easy and simple.
I suppose that following a comfortable path is a temptation for leaders because there is less at stake, at least on the surface. Who doesn’t enjoy recognition or financial rewards? Yet the legacy of leaders who take the hard and high road is more fulfilling. Their strength of character and integrity attract others to share in the journey. They model courage, service, and effectiveness that remain as gifts to their organizations and communities long after they are gone.
So the next time you face a crossroad in this journey we call life, think carefully about who is there with you (employees, customers, vendors, the voiceless in society). Your choice will likely impact them as much as it will affect you. Hard path or easy one – it’s still up to you. Choose wisely.
Sunday, July 6, 2008
Who’s Really in Charge?
This weekend our nation celebrated another birthday with parades, community gatherings, speeches, and lots of fireworks. Have you ever wondered what the “founding fathers” were thinking 232 years ago when they made the momentous decision to launch this improbable experiment we now call The United States of America? How did they know that our particular blend of freedom and liberty would last?
Perhaps the jury is still out regarding my latter question. One thing is clear, these leaders chose to do something that has played a role in the success of our nation – they decided to put the people in charge. Instead of consolidating power and control in a central entity these leaders saw the wisdom of giving ordinary citizens a voice in their own futures. They decided to trust the basic human instincts of love, goodness, kindness, justice, and fairness that they saw and experienced with each other.
Today’s business, government, community, and religious leaders would do well to adopt this same model of shared leadership. When a leader decides that position, title, or experience can be used to wield power and control, those who are following never benefit. But when a leader adopts a servant attitude, and readily shares power and authority with those who are following, the atmosphere changes. By trusting those they are leading, these leaders invite a shared approach to achieving success.
Followers are attracted to servant leaders. They sense their authenticity, feel their love, and know they are being trusted to do the right things. This freedom can be abused, but typically is not because the followers understand that to do so violates the covenant of trust that is offered when leaders share their power. Instead, the entire organization benefits from a sense of personal responsibility that results in better productivity, higher quality, and greater satisfaction.
The founding leaders of our nation knew that if the people were actually in charge, then no one person or entity could gain too much power. If the people’s voice was protected and their rights preserved the principles of freedom and liberty would last. While our nation has experienced highs and lows, the ideals that attract so many to our shores remain strong.
Could it be that the lesson of Independence Day is as much about leadership as it is about governance, freedom, and history? If your idea of leadership is being in charge it’s time to look in a mirror. The face staring back at you was not created to rule, but to serve. Just as our nation’s “founding fathers” trusted others to realize their dream, you are invited to do the same. Two hundred years from now what will they be writing about you?
Perhaps the jury is still out regarding my latter question. One thing is clear, these leaders chose to do something that has played a role in the success of our nation – they decided to put the people in charge. Instead of consolidating power and control in a central entity these leaders saw the wisdom of giving ordinary citizens a voice in their own futures. They decided to trust the basic human instincts of love, goodness, kindness, justice, and fairness that they saw and experienced with each other.
Today’s business, government, community, and religious leaders would do well to adopt this same model of shared leadership. When a leader decides that position, title, or experience can be used to wield power and control, those who are following never benefit. But when a leader adopts a servant attitude, and readily shares power and authority with those who are following, the atmosphere changes. By trusting those they are leading, these leaders invite a shared approach to achieving success.
Followers are attracted to servant leaders. They sense their authenticity, feel their love, and know they are being trusted to do the right things. This freedom can be abused, but typically is not because the followers understand that to do so violates the covenant of trust that is offered when leaders share their power. Instead, the entire organization benefits from a sense of personal responsibility that results in better productivity, higher quality, and greater satisfaction.
The founding leaders of our nation knew that if the people were actually in charge, then no one person or entity could gain too much power. If the people’s voice was protected and their rights preserved the principles of freedom and liberty would last. While our nation has experienced highs and lows, the ideals that attract so many to our shores remain strong.
Could it be that the lesson of Independence Day is as much about leadership as it is about governance, freedom, and history? If your idea of leadership is being in charge it’s time to look in a mirror. The face staring back at you was not created to rule, but to serve. Just as our nation’s “founding fathers” trusted others to realize their dream, you are invited to do the same. Two hundred years from now what will they be writing about you?
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