We have seen leaders fail in communicating change in three basic ways: not telling enough, not listening enough, and not telling the truth enough.
Not Telling Enough
Leaders are usually ahead of the people they are leading. They usually know information before employees and have thought through situations before employees even know what is going on. This can lead them to forget that employees do not know what they know. The result is many leaders do not communicate enough…. Read the full article >
Within any change message, there are three distinct parts: the information or data to be shared, the emotion of the conversation, and the action that needs to be taken. These parts need to be carefully balanced to successfully support a change initiative.
Information
People need information during change–the hard, cold facts. This information might include the details of the new procedures, processes, and plans as well as who will be doing what and when. These pieces… Read the full article >
After all the hard work of deliberating and designing changes, the time for unveiling them to the organization has arrived. This usually begins with someone higher in the organization than you announcing what is being done. Maybe it is a downsizing or merger announced through the media. Perhaps an e-mail from the CEO or a division head informs you about a reorganization. An electronic town hall may be created with all employees in your division around the world… Read the full article >
If someone disagrees with us – part of the frustration in the conflict comes from feeling like the other person doesn’t understand. They are not listening.
Lack of listening of either side escalates conflict. Before you tell them you disagree or make your point again, a small bit of listening will go a long way to increase understanding and reduce conflict.
Jim Haynes, former NYC policeman, sees it this way. Jim worked for 13 years in law enforcement on… Read the full article >
In 2015, Under Armour, which started in a basement in 1996, became the second largest sportswear brand in the United States, trailing only Nike. Founder and CEO Kevin Plank really does see his company as a team, always referring to “teammates,” and never “employees.” In the mid-1990s he was a walk-on who became a special teams football captain at the University of Maryland and who, during a heatwave, became profoundly disillusioned with the sweaty cotton undershirt he had to wear.
We’ve taught thousands of leaders on 5 continents on how to implement change which includes how to deliver bad or uncomfortable news – while creating acceptance, positive feelings and even excitement.
The key?
Capturing “The Why.”
Every leader needs to know how to give the ‘one minute change speech’. The number one reason leaders fail to implement change is that employees don’t have enough urgency to move through the problems of change. In other words, people do not have a good enough answer to… Read the full article >
Leaders – you should call, email, tweet, and instant message Kelly Ripa to thank her for what she did for you this week. If you listen closely to what she said, you will learn what most employees think and feel, but will never, ever tell you.
For those of you who didn’t follow the details of her story, she went live, on TV, and blasted her leadership for the lack of consideration. Then why am I telling you to thank… Read the full article >
After a working with an American global leadership team for a few days on the coast of Spain, Lawrence Polsky, co-founder, shares a CEO’s misstep and learning.
A recent study at MIT confirmed that many of you reading this need to speak up!
I agree. In my experience working teams made up of scientists, MD’s, engineers, and researchers, many of these leaders were talkers to the detriment of team performance. They are often articulate and captivating, naturally adding value when they speak. But over time, when they lead the conversation, others just check out. The team sits in silence and the result is one-dimensional results.
This is a leadership problem, of sorts, that can be resolved.
Most leaders’ natural reaction to low team performance is to take charge. They view this as their job: to set direction and lead. However, in many cases, this is actually the completely wrong approach. Sometimes the strongest and smartest approach is to sit back, stay silent and say nothing.
Being the strongest voice in the room is a typical success strategy. Leaders have a way of getting heard, above all others, even when they are not formally in charge. And this is not bad. There is a place for setting direction among the many… Read the full article >
