Monthly Archives: February 2014

Reasons to Resist Change

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While I preach that change is inevitable and necessary, I recognize that it is human nature to resist change. Understanding reason behind resistance is the first step to helping others accept change.
Below are 8 reasons why employees will resist changes:
1. Fear of the unknown – This type of resistance occurs when change is presented without warning. Changes perceived as negative tend to induce greater fear.

2. Lack of good information – When change is not formally presented with all the facts, rumors and hearsay can take over and lead to inaccurate information.

3. Fear of loss of security – Any changes that are viewed as threatening to individual roles or departments will be met with resistance.

4. No reasons to change – Presenting changes without offering an explanation for the changes generates much speculation and apprehension.

5. Fear of loss of power – When employees feel their roles are threatened by changes, they are less-inclined to accept the changes.

6. Lack of resources – Managers implementing changes must account accurately for the organizational resource needs such as money, time, machinery and staff.

7. Bad timing – Changes should not be implemented during a “busy season” or at a time when other variables are causing employees excessive stress.

8. Habit – Regardless of how change is introduced, some individuals’ natural inclination is to resist the changes. For these types of individuals you must work extra hard to engage them in the change process to avoid resistance.

As you implement change, consider these reasons and take extra steps to avoid resistance to your changes!

DD-Queen-of-Loyalty-2011

 

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s Time to Get R.E.A.L.”

How to Say Anything to Anyone

Info IconWe all know how it feels when our colleagues talk about us but not to us. It’s frustrating, and it creates tension. When candor is missing in the workplace, employees feel like they’re working in the dark. Leaders don’t know what employees really think; managers are frustrated when outcomes are not what they expect; and employees often don’t know where they stand performance wise.

In How to Say Anything to Anyone, Shari Harley urges individuals to make their work environment less tense and more productive by practicing direct communication. Below are some steps to achieve this:

1. Exercise Candor
• Candor is stating expectations rather than expecting employees and vendors to read your mind.
• Candor is making a commitment to talk about things as they happen, not six months after the fact.
2. Avoid Gossip
If you have something to say, say it directly to the person involved. If you’re not going to speak to the person directly, say nothing at all.
3. Keep Your Word.
Make only commitments you intend to keep. As soon as you realize you can’t, or won’t keep a commitment, tell the people who are affected.
4. Tell the Truth
We all miss deadlines, make mistakes, and disappoint people. Confess your failings.
5. Be Open and Honest
When people don’t know what is happening or why, they make things up. Withholding information contributes to the degradation of the corporate culture.       A little candor can mitigate the gossip.
6. Give and Receive Feedback
Providing feedback is critical to building relationships. In providing feedback, consider the following:
• Describe the observed behavior
• Share the impact or the result
• Make a suggestion or request
• Build an agreement on next steps
• Say “Thank you”

The difference between relationships that work and those that don’t is courage to make requests and tell the truth.

Dianne Durkin of Loyalty Factor has unlocked the courage to tell the truth for leaders. To consult with Dianne on how you can say anything to anyone and establish a new level of trust and commitment within your organization contact Loyalty Factor at dmdurkin@loyaltyfactor.com.

Stages of Change

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While consulting I often encounter employee issues that tend to arise as changes are introduced into an organization. Change management has always been an issue of debate among scholars: How can employers create suitable conditions for a successful change process? And what can employees do to get through it?
By nature, human beings tend to resent change and resist it strongly. The whole process can be very distressing to employees and negative emotions (or reactions) could stem out of it. It is very important to recognize the different stages of change and anticipate the impact in order to take preventative measures.
1. Denial: employees fight it and strive to defend their status-quo at this stage.
2. Anger: employees realize they cannot possibly avoid the new occurring and organizational change. Insecurity, lack of self-esteem and chaos are the main highlights of this stage.
3. Dejection: By this stage employees have realized they cannot have the old ways back and they have no other choice but to let go of them. The anger is now translated into remorse and despair.
4. Acceptance: This happens when employees are finally acknowledging the fact that this change is bound to happen. They are now starting to reflect on the new ways and removing old hurdles from their way.
5. Learning and Development: This takes place when employees finally realize that this change could actually improve their upcoming prospects and decide to focus their efforts in absorbing it and moving forward.
As you are implementing changes, consider these stages and allow employees to move through them. The end result with be better for everyone!

 

DD-Queen-of-Loyalty-2011

Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. She authored “The Loyalty Factor: Building Employee, Customer and Brand Loyalty,” and the newly released “The Power of Magnetic Leadership: It’s Time to Get R.E.A.L.”

 

Idea Agent

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Anyone who has been surrounded by creative artists, writers or musicians knows creativity often comes along with strong – even conflicted – personalities.  Leading a creative team means harnessing this conflict and managing it to benefit, not detract from, the work. 

 

In Idea Agent, Lina M. Echeverria explains that an understanding of each human being and the way he or she relates to others needs to be the guide.  It continues with being comfortable with conflict and with understanding that arguments and discussion are as essential to science as experimentation itself. 

 

The secret to leading a creative team lies in establishing cultures where leaders exhibit flexibility through:

 

  • Responding to needs and identifying opportunities
  • Creating unorthodox career paths and letting people move outside their groups
  • Respecting ideas and needs of the whole self
  • Embracing new ideas
  • Accommodating life-needs
  • Changing directions willingly and abandoning tried-and-true ways 

In summary, to excel in breakthrough innovation the leader of the organization must create a culture defined by beliefs, attitudes, energy and continual interaction.  It must be a culture of creative engagement and liberating values.  This will create a network that is vital for innovation.

 

Loyalty Factor has been helping businesses embrace creativity and innovation for over 17 years.  For more information on the value of a corporate culture that welcomes innovation, contact Loyalty Factor at www.loyaltyfactor.com.