Category Archives: Change

It is Easier to Change People than to Change People

GUEST POST from Annette Franz

The work that we do as customer experience professionals can often be summed up as change management – or change leadership. One of the key and critical parts of this change management effort is to ensure we have executive commitment for the work that lies ahead. As a matter of fact, in an article I wrote a couple months ago about some research that GetFeedback had released, I noted these findings:

Respondents shared what degree executives were invested in CX efforts, how much, and to what end. When executives invest in customer experience, brands are three times more likely to yield return on investment (ROI) than those who don’t have that commitment from executives.

So their commitment is important. (Their ROI will come!) It ensures that you get the resources – human, capital, financial, time, etc. – needed to move forward successfully with your transformation work. They should express commitment (to the CX team and to the company) that the entire executive team is all in and that they’ve accepted that building a customer-centric organization means we’re building a winning organization.

But what if that commitment is lacking? What if you’re executives don’t get it? What if every plea to explain why transforming the culture, the employee experience, and the customer experience lands on deaf ears? What if some get it and some don’t?

Let’s think about this…

Years ago, I had an interesting conversation with James Lawther about executives and their lack of understanding regarding their critical roles in the transformation and the importance of their commitment. He had commented on a post about executives “not getting it” with this: “In which case, rather than trying to change your executive, wouldn’t you be better moving on and changing your executive instead?” I was recently reminded of his comment when I saw the quote, “It’s easier to change people than to change people.”

Perhaps, sometimes we just need new executives. Sadly, those who get it are few and far between. It’s one of the reasons I wrote Built to Win, i.e., to inspire leaders to think differently about customer-centricity and building a winning organization through deliberately designing a customer-centric culture – from the top.

Back to the conversation with James. We weren’t too far off on this thinking, this idea of changing executives. Geoffrey Moore (author of Crossing the Chasm and Zone to Win) published an article on LinkedIn last month titled, Three Easy Mistakes to Make, which he actually referred to as compromises leaders shouldn’t make as the business grows and matures or evolves. One of those mistakes was this: Adjusting your organizational model to fit your people instead of the other way around. He writes:

People who have been with the team for a long time often feel entitled to the next promotion in their career path, and because we have all worked together during this time, we can feel obligated to accommodate them. Now, when your industry is not being disrupted, experience does matter, so promoting from within is often a good strategy. But when disruption strikes, organizations need to change, often dramatically, and the new leaders need to be grounded in the emerging paradigm. That is, they have to make quick decisions with little data based on pattern recognition and then course-correct them as the data comes in. If the person in place does not have that pattern recognition, if instead, they have to learn the new system even as they are in the midst of operating it, decision-making slows down dramatically, and an agile approach becomes impossible. For times like this, you need to bring in someone who already has the mindset needed to play the new hand. You already know that what got you here won’t get you there. Just remember that applies to people as well.

Why would you do that? Why wouldn’t you make sure you’ve got the right people on the bus to ensure success, to ensure that the organizational model (and, of course, in this case, I’m thinking about building out your customer-centric culture) has every chance to flourish? Why would you, instead, keep the same people to build a different organization, especially those who constantly say, “But we’ve always done it this way. This is how we do things here.”

I prefer to say, “Nothing changes if nothing changes.” Either the thinking has to change or the people have to change.

As Geoffrey says, “For times like this, you need to bring in someone who already has the mindset needed to play the new hand. You already know that what got you here won’t get you there. Just remember that applies to people as well.”

Maybe some of the up-and-coming leaders will bring a fresh perspective and find my open letter to CEOs an affirmation, as in, “No need to tell me all of that once, much less twice!” Be that person with the mindset to play the new hand. Or be the person who gets replaced.

People change over the years, and that changes situations for good and for bad. ~ Bobby Knight

This article originally appeared on CX Journey

Image credit: Pixabay

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Taking Personal Responsibility – Creating the Line of Choice

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Taking Personal Responsibility - Creating the Line of Choice

GUEST POST from Janet Sernack

In our last blog, we described how people’s personal power is diminished when they don’t take personal responsibility for the impact of their behaviors and actions and the results they cause. Where many people are feeling minimized and marginalized, anxious as a result of being isolated and lonely, worrying about losing their security and freedom, and dealing with the instability in their working environments. Resulting in many people disengaging from the important conversations, job functions, key relationships, workplaces, and in some instances, even from society. Where managers and leaders lack the basic self-awareness and self-regulation skills to control the only controllable in uncertain and unstable times, is to choose how to respond, rather than react to it.

We have a unique moment in time to shift their defensiveness through being compassionate, creative, and courageous towards helping managers and leaders unfreeze and mobilize to exit our comfort zones. To take intelligent actions catalyze and cause positive outcomes, that deliver real solutions to crises, complex situations, and difficult business problems.

Why do people avoid taking personal responsibility?

People typically avoid taking personal responsibility for reasons ranging from simple laziness, risk adversity, or a fear of failure, to feeling change fatigued, overwhelmed, or even victimized by the scale of a problem or a situation.

Resulting in a range of different automatic defensive, and a range of non-productive reactive responses including:

Avoidant behavior, where feel victimized and targeted, people passively “wriggle” and the buck gets passed onto others, and the real problem or issue does not get addressed or resolved.
Controlling behavior, where people ignore their role in causing or resolving the real problem or issue, and aggressively push others towards their mandate or solution, denying others any agency.
Argumentative behavior, where people play the binary “right-wrong” game, and self-righteously, triggered by their own values, oppose other people’s perspectives in order to be right and make the other person wrong.

Creating the line of choice

At Corporate Vision, we added a thick line of “choice” between “personal responsibility” and “blame, justification and denial” to intentionally create space for people to consider taking more emotionally hygienic options rather than:

Dumping their “emotional boats” inappropriately onto others, even those they may deeply care about,
Sinking into their habitual, and largely unconscious default patterns when facing complex problems, which results in the delivery of the same results they always have.
Not regulating their automatic reactive responses to challenging situations, and not creating the vital space to pause and reflect to think about what to do next.

To enable them to shift towards taking response-ability (an ability to respond) and introducing more useful options for responding in emotionally agile, considered, constructive, inclusive, and creative ways to the problem or the challenge.

Noticing that when we, or others we interact with, do slip below the line to notice whether to “camp” there for the long term or to simply choose to make the “visit” a short one!

Doing this demonstrates the self-awareness and self-regulation skills enabling people to take personal responsibility. Which initiates ownership and a willingness to be proactive, solutions, and achievement orientated – all of which are essential qualities for 21st century conscious leadership that result in innovative outcomes that result in success, growth, and sustainability.

Shifting your location – from “you, they and them” to “I, we and us”

Developing the foundations for transformational and conscious leadership involves:

Supporting people to acknowledge and accept that the problem or challenge is not “out there” and is within their locus of control or influence.
Shifting the “Maturity Continuum” to enable leaders and managers to be both independent and interdependent.
Creating a line of choice to think, act and do things differently.
Calling out people when they slip below the line.

It involves supporting people to let go of their expectation that “they” or someone else, from the outside, will fix it, and supporting them to adopt a stance where:

“I” or “we” can and are empowered to do it,
“I” or “we” are responsible for getting above the line,
“I” or “we” can choose a different way of being, thinking, and acting intelligently in this situation.

Developing conscious leadership

At any time, everyone is either above or below the line because it is elemental to the type of conscious leadership we all need to survive and thrive, in a world where people are seeking leaders, managers, and working environments that require interdependence.

To operate in the paradigm of “we” – we can do it; we can cooperate; we can combine our talents and abilities and create something greater together.

We cooperate together by creating the line of choice where we call out to ourselves and others when we slip below it, to get above the line as quickly as possible.

Where interdependent people and communities combine their efforts, and their self-awareness and self-regulation skills with the efforts of others to achieve their growth and greatest success by increasing:

Transparency and trust,
Achievement and accountability,
Diversity and inclusion,
Experimentation and collaboration.

All of these are founded on the core principle of taking personal responsibility, which is an especially crucial capability to develop self-awareness and self-regulation skills in the decade of both disruption and transformation.

Bravely calling out self and others

When we take responsibility for managing our own, “below the line” reactive responses, by habitually creating the line of choice, we can bravely call out ourselves and others when we slip below it.

Because when we don’t call ourselves and others we interact with, we are unconsciously colluding with their emotional boats, default patterns, and automatic reactive responses, which inhibit their ability to effect positive change.

When we safely awaken ourselves and others, we can get back above the line quickly and choose different ways of being, thinking, and acting intelligently in the situation.

Alternately, people aren’t taking personal responsibility, they cannot be accountable, they will fail in their jobs, and their teams, and fail to grow as individuals and as leaders.

In fact, developing a habitual practice of emotionally intelligent and conscious leadership by safely and bravely disrupting ourselves and our people, in the face of ongoing uncertainty, accelerating change, and continuous disruption.

This is the second in a series of three blogs on the theme of taking responsibility – going back to leadership basics.

Find out about our learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, a collaborative, intimate, and deeply personalized innovation coaching and learning program, supported by a global group of peers over 9-weeks, starting Tuesday, October 18, 2022. It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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Cultural Change Goes Beyond Structures and Processes

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Cultural Change Goes Beyond Structures and Processes

GUEST POST from Art Inteligencia

In the realm of organizational transformation, many leaders focus predominantly on altering structures and processes. While these elements are critical, true cultural change transcends mere mechanics. It permeates the essence of human interactions and the underlying beliefs within an organization. To achieve sustainable cultural change, one must delve deeper into the nuances of human-centered design and leadership.

The Essence of Cultural Change

Structural and procedural changes often provide the framework for transformation, but the real challenge lies in reshaping the mindset and behaviors of individuals. Culture is not just “the way we do things around here”; it is a dynamic entity influenced by shared values and the collective identity of an organization.

Human-centered change emphasizes empathy, active listening, and ongoing engagement. Leaders must recognize that individuals need to feel seen, heard, and valued to embrace change genuinely. Building trust and facilitating open dialogues are essential steps toward this holistic approach.

Case Study 1: Zappos – Delivering Happiness Through Culture

Zappos, the renowned online retailer, offers a compelling example of cultural transformation beyond structures and processes. When CEO Tony Hsieh took the helm, he prioritized company culture as a driver of success. His philosophy was simple yet profound: happy employees lead to happy customers.

To embed this cultural philosophy, Zappos introduced a “cultural fit” interview during its hiring process, ensuring alignment with its core values. Hsieh also championed transparency and open communication between all levels of staff, fostering a family-like atmosphere. The company’s unique culture became its competitive edge, exemplifying that when employees are empowered and valued, they become passionate and innovative contributors.

Case Study 2: The Transformation of Microsoft

Under Satya Nadella’s leadership, Microsoft underwent a remarkable cultural shift from a know-it-all culture to a learn-it-all culture. Recognizing that innovation stems from curiosity and learning, Nadella inspired a move away from rigid hierarchies toward a culture that fosters collaboration and continuous learning.

Microsoft’s “Growth Mindset” initiative emphasized the importance of embracing challenges and valuing feedback as a tool for personal and professional growth. By cultivating a more inclusive and open environment, Microsoft saw increased innovation and revitalized its employee engagement and satisfaction, driving its resurgence as a tech leader.

Moving Forward: Steps for Leaders

For leaders striving to enact human-centered cultural change, it is vital to lead with empathy and clarity. Begin by identifying and articulating the core values you wish to see flourish in your organization. Model these values consistently and reward behaviors that align with them.

Encourage cross-functional collaboration and create opportunities for employees to connect on a personal level. These interactions build the social fabric that sustains a positive culture. Regularly gather feedback and be willing to pivot strategies based on the insights gained.

Ultimately, cultural change is a continuous journey rather than a destination. By focusing on the human experience beyond structures and processes, leaders can cultivate a resilient, innovative, and thriving organizational culture.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: 1 of 850+ FREE quote slides available at misterinnovation.com

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Creating Innovation with Hardcore Soft Skills

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Creating Innovation with Hardcore Soft Skills

Recently I had the opportunity to speak with Yadira Caro on the Hardcore Soft Skills Podcast.

In the episode I define what innovation really is, how people, process and technology come together to create innovation and where people go wrong.

The conversation includes a discussion of how to craft successful innovation teams because it’s such a crucial factor for successful innovation.

I also speak about the peril of idea fragments and the importance of respecting your employees by putting funding and execution capabilities in place BEFORE you ask your employees for even a single idea.

We talk about top-down innovation…

We talk about bottom-up or middle-out innovation…

And, we also speak about many different innovation misconceptions.

So, I encourage you to check out the episode!

You can listen to the embedded podcast above or click this link to go to the podcast page.

Image credit: Pixabay

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Taking Personal Responsibility – Back to Leadership Basics

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Taking Personal Responsibility – Back to Leadership Basics

GUEST POST from Janet Sernack

I was first introduced to the principle of Taking Personal Responsibility when I attended a number of experiential workshops facilitated by Robert Kiyosaki who is now well known globally as the successful entrepreneurial author of the “Rich Dad Poor Dad” book series. At that time, in the late 1980s, the concept simply involved taking personal responsibility for your role in getting the results you get, in both challenging and problematic situations.

This principle has since evolved as the most crucial foundation for developing our emotionally intelligent, conscious, and transformational leadership capabilities. Largely through focusing on the development of self-awareness and self-regulation skillsets, which are especially important skills to cultivate in times of extreme uncertainty.

Blaming, Justifying, and Denying

Taking personal responsibility involves encouraging people to step up and out of blaming themselves or others, out of justifying their position or denying what is really going on to largely avoid the cognitive, emotional, and visceral results and consequences of their actions.

Which are essentially, largely unconscious defensive reactions to the problem or situation. So, it sounds quite simple, yet, even now, it’s still largely a countercultural principle, and a neurologically challenging one, because we are wired to survive (fight/flight/freeze) in the face of what we perceive as danger!

Especially when many of us are living in an oppositional blaming and shaming political environment, or within a passively or aggressively defensive organizational culture. Where a large section of the community, has been forced by the constraints of the pandemic, into fearing that their security and survival needs will not be met. Alternately, the great resignation and the nature of the virtual hybrid workplace have increased some people’s fears about even being able to get their jobs done!

All of this creates distorted thoughts and language that focus on “scarcity” where many people are fearing that they are not “enough” and do not have “enough” to deal with their current circumstances. Rather than leaning towards exploring and eliciting the possibilities and opportunities available in our abundant world. As there is no clear playbook about how people can effectively and responsibly lead and manage in this unique 21st-century context, many people are floundering, languishing into largely emotionally overwhelmed states.

Where it is easier, and sometimes safer, to be a victim, blame and shame others for their helpless or powerless situation, or to justify and deny any need to change their perspective about it, never mind their role in causing their own anxious and unresourceful emotional states.

Back to Leadership Basics

Yet, it is more important than ever, for leaders and managers to help people:

Take ownership of their consequences and be responsible for the emotional, cognitive, and visceral results of their actions,
Authentically connect, empower, and enable people and communities to flourish,
Provide safe, transparent, trusted environments and interdependence where people can dare to think differently and potentially thrive.

This means that the range of crises, uncertainty, and disruptions we are experiencing now is forcing us to go back to basic 101 management and leadership principles.

According to McKinsey & Co in a recent article “A Leaders Guide – communicating with teams, stakeholders and communities during Covid 19” – “Crises come in different intensities. As a “landscape-scale” event, the coronavirus has created great uncertainty, elevated stress and anxiety, and prompted tunnel vision, in which people focus only on the present rather than toward the future. During such a crisis, when information is unavailable or inconsistent, and when people feel unsure about what they know (or anyone knows), behavioral science points to an increased human desire for transparency, guidance, and making sense out of what has happened”.

The Maturity Continuum – Shifting to I and We

The principle of taking personal responsibility has evolved and been enhanced significantly through the work of Steve Covey, in the “Seven Habits of Effective People” and provides the core foundations for transformational and conscious leadership through the “Maturity Continuum”:

Dependence is the paradigm of you – you take care of me; you come through for me; you didn’t come through for me; I blame you for the results. Dependent and approval-seeking people need others to get what they want.
Independence is the paradigm of I – I can do it; I am responsible; I am self-reliant; I can choose. Independent people get what they want through their own efforts.
Interdependence is the paradigm of we – we can do it; we can cooperate; we can combine our talents and abilities and create something greater together. Interdependent people combine their efforts with the efforts of others to achieve their greatest success.

Putting the Maturity Continuum to Work

In the early 2000s I was an associate of Corporate Vision, Australia’s first culture change and transformation consultancy, now the globally successful Walking the Talk organisation, for fourteen years.

Where every culture, leadership, team development, or change program we designed and presented, introduced taking personal responsibility, as a fundamental, core learning principle. Aligning it with the principle of – For things to change first I must change, which deeply challenged and disrupted people’s belief systems, habitual mindsets, thinking styles, and ways of acting.

As a seasoned coach of twenty years, these two core principles seem to still profoundly challenge the majority of my coaching clients across the world, no matter how senior their role or position is, or how knowledgeable, skilled, and experienced they are!

Where many managers and leaders have failed to self-regulate, lack self-awareness, and have unconsciously slipped into feeling victimized, powerless, helpless, and in some instances, even hopeless about their futures where some are:

Feeling frozen, inert, paralyzed, overwhelmed, and immobilized in their abilities to affect any kind of positive change in both their work and home environments.
Unconsciously slipping into blaming and shaming others for their situations,
Justifying their inertia through a range of “reasonable reasons” and “elaborate stories” about how it’s “not their fault” or it’s not “up to them” to make any change.
Simply denying their current consequences, or the importance of needing to take positive actions, and make changes.
Unmotivated, lack any desire for control, or have the personal power to affect change in their situation.

Initiating Taking Personal Responsibility

To accept and share responsibility starts with being bravely willing to courageously connect with our whole selves and consciously stepping back to hit our internal pause button, retreat into silence and stillness, and compassionately ask:

What happened?
What can I/we learn from it?
What can I/we then do to create it?

Taking personal responsibility becomes a compassionate, creative, and courageous exercise in continuous learning, self-awareness, and emotional self-regulation in ways that safely disrupt people’s defensiveness and awaken them to the possibility of being personally powerful in tough situations.

It is also the basis for taking intelligent actions catalyze and cause positive outcomes, that deliver real solutions to crises, complex situations, and difficult business problems.

This is the first in a series of three blogs on the theme of taking responsibility – going back to leadership basics.

Find out more about our work at ImagineNation™

Image credit: Pixabay

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The Need for a Dignity Economy

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The Need for a Dignity Economy

GUEST POST from Greg Satell

Every era has its own ideology that creates assumptions and drives actions. At the turn of the century, titans like J.P. Morgan believed that monopolized industries provided stability against the disruptive influence of competition. More recently, the end of the Cold War was supposed to usher in a new era of capitalism and democracy.

It didn’t work out that way. Instead we got oligarchy, authoritarian populism and we lost trust in the institutions that used to govern our society. In America, even competitive capitalism has been greatly weakened. We believed that we could leave everything up to market and technological forces, but they failed us.

Today, we are in the midst of a set of profound generational shifts that will rapidly transform our society over the next decade. As we have throughout history, we will need to own up to our past mistakes and chart a new course. That will mean focusing less on technocratic solutions and more on building a culture rooted in basic dignity and respect.

The Rise Of Merit

In 1940, James Conant, the President of Harvard, gave a talk at the University of California that was soon republished in The Atlantic magazine. Entitled, “Education for a Classless Society,” it advocated for the idea of social mobility based on merit, rather than privilege being handed down through inheritance.

To support this ambition, Conant championed the Scholastic Aptitude Test (SAT) to help identify talented students for scholarships to Harvard. His hope, largely realized, was that other schools would follow suit and education in America would become a sorting mechanism, choosing men (at the time, it was largely white men) to receive advanced professional training.

Today, we have so thoroughly internalized Conant’s ideal that it’s hard to imagine that things could ever have been any different. College has largely become a prerequisite to a successful career and getting more kids to go to college is a top priority. The federal government spends about $80 billion on higher education programs, but less than $2 billion for vocational training.

As Michael Sandel points out in The Tyranny of Merit, this sorting system has had an insidious effect on our culture. Those who are deemed worthy get all the benefits that society has to offer. Those that are not, are not only left behind, but are seen as “takers” rather than “makers” and therefore undeserving of even basic things like access to health and child care.

Applying An Engineering Mindset

Once you accept the premise of meritocracy, the next logical step would be to optimize for meritocratic traits. We could, following the path James Conant established, develop a series of standardized tests to identify and reward our best students. And why stop there? Why not rate our teachers by their ability to produce students who get the best scores.

We can then extend that approach to all spheres of society. How should we best evaluate and manage the performance of an enterprise? Focus on shareholder value. How are we progressing as a society? Simply look at the GDP and job growth numbers and you should have a pretty good idea. What about countries that are falling behind? Well, just develop a standard reform package and then paint by numbers!

Eventually a clear doctrine emerged: A technocratic elite identifies a minimal number of key performance indicators and then, applying rigorous analytical techniques, devises a strategy to optimize based on those metrics. As the technocrats learn, they begin to build systems to increase efficiency and, eventually, those systems become encoded in algorithms.

This engineering mindset has prevailed for more than a generation and it has failed us. Except for a small slice of society, we’ve become poorer, sicker and more vulnerable. Our markets have weakened. We pay more and get less. We’re not only less happy, anxiety and depression have risen to epidemic levels.

Yet perhaps the most insidious effect of meritocracy and the engineering mindset is how we treat each other. If we believe that we have been anointed, through our talent and effort, for better things, we feel emboldened to consider our fellow citizens as something less than ourselves, which breeds not only inequality, but resentment and mistrust.

Holding Ourselves Accountable

In just one month in 1989, the world saw both the fall of the Berlin Wall and the emergence of the World Wide Web, both of which unleashed enormous enthusiasm and opportunity. We thought we were entering a new era in which democracy, free markets and technology would bring about a better world. We were wrong.

It wasn’t all a mirage. There were genuine accomplishments. I lived in post-communist countries in Eastern Europe for 15 years and the progress made was truly amazing. Miracle cures like cancer immunotherapy have saved millions of lives. The Internet has made it possible for an ordinary teenager today to have better access to information than a professional researcher at a major institution did a generation ago. Those are all great things.

Yet we are, in so many ways, worse off than we were 30 years ago. Productivity growth has been depressed, except for a short uptick from 1996-2004. Despite medical breakthroughs, life expectancy in the US has been declining. Markets are less free and less competitive. Poland and Hungary, previous models of democratic reform, have backslid. Even social mobility in the US, the entire aim or the meritocratic project, has been significantly diminished.

It’s time to hold ourselves accountable and chart a new course. Organizations are more than simple units of production. They are workplaces and members of communities. People are far more than economic inputs that can be reduced to resumes and statistics, but human beings worthy of dignity and respect.

People as Ends in Themselves

One of the things I learned managing companies is how much more effective you can be if you assume that everybody wants to do a good job. It makes it possible to waste less time engineering incentives or enforcing rules and focus more on helping everybody actualize their potential. When you encounter the occasional bad apple, it’s not hard to fire them.

In much the same way, we need to learn to focus less on quantifiable signs of merit and more on dignity by treating people as ends in themselves rather than means to an end. Once you do that, it becomes obvious that everybody needs access to health care, that every child should be educated and that everybody deserves to feel safe in their community and in their home.

After all, who says that an anesthesiologist is more worthy than a hospice worker. Or that someone who makes a million dollars a year selling enterprise software makes a greater contribution to society than someone who works in a grocery store during a pandemic. Remuneration simply cannot be the only measure of value.

In the final analysis, ideology should serve people, not the other way around. The success of a society needs to be measured by the well-being of those who live in it. If we increase GDP, but our air and water are more polluted, our children less educated, we live unhappy lives and die deaths of despair, what have we really gained?

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Leading Change in Times of Crisis and Uncertainty

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Leading Change in Times of Crisis and Uncertainty

GUEST POST from Art Inteligencia

In today’s rapidly shifting world, organizations face unprecedented levels of uncertainty. Whether due to global pandemics, economic fluctuations, technological disruptions, or geopolitical tensions, crises can emerge without warning and demand adaptive leadership. The key to navigating these turbulent times is a focus on human-centered change, placing the needs and wellbeing of people at the forefront of every decision. As a thought leader in change and innovation, I, Braden Kelley, share insights and strategies for leading effectively in such challenging environments.

Understanding Crisis Dynamics

Crisis periods often trigger reactions characterized by fear and anxiety, potentially leading to hasty decisions. However, understanding the dynamics at play enables leaders to make informed choices. During a crisis, communication becomes critical; people look for guidance and reassurance amid chaos. Therefore, clear, transparent, and empathetic communication should be a cornerstone of any crisis management strategy.

Case Study 1: Johnson & Johnson’s Tylenol Crisis

In 1982, Johnson & Johnson faced a significant crisis when reports emerged that several people had died after consuming cyanide-laced Tylenol capsules. The situation was dire, not just for affected families but also for the company’s reputation and financial health. Rather than hiding from the crisis, Johnson & Johnson’s leadership adhered to their values and focused on health and safety. They initiated a nationwide recall of Tylenol products, costing the company over $100 million.

This decisive and ethical action was coupled with strategic communication, including regular updates and cooperation with media channels. By placing consumer safety above profits, Johnson & Johnson gradually rebuilt trust and emerged from the crisis stronger, setting a gold standard for crisis management.

“Our actions dictated the preservation of our key value: put the wellbeing of customers first.” – Johnson & Johnson’s response team

Key Takeaways

Prioritize ethical decision-making, even at a financial cost.
Emphasize transparency and maintain open communication channels.
Align actions with core organizational values to rebuild trust.

Case Study 2: Airbnb’s Response to COVID-19

When the COVID-19 pandemic struck in 2020, Airbnb was among the many companies that faced a staggering downturn as travel restrictions came into place worldwide. The crisis required immediate reevaluation of business operations and strategy. Airbnb’s leadership, led by CEO Brian Chesky, focused on transparent and empathetic communication, both internally and externally.

The company quickly outlined a revised mission and strategy that included supporting hosts and guests through flexible policies and assistance programs. They prioritized the community, even as they had to make difficult decisions such as workforce reductions. Their empathetic approach resonated with stakeholders, helping maintain a sense of solidarity despite the challenging circumstances.

“Our greatest strength lies in our community, and our response must reflect that collective power.” – Brian Chesky, Airbnb CEO

Key Takeaways

Adapt quickly to new realities without losing sight of fundamental values.
Implement flexible policies to accommodate stakeholders’ needs.
Communicate with empathy to maintain community trust.

Strategies for Leading Through Crisis

1. Prioritize People: During a crisis, the human aspect should always come first. Prioritizing the physical, mental, and emotional wellbeing of stakeholders ensures that the organization moves forward cohesively.

2. Foster Resilience: Encourage a culture of adaptability. By nurturing innovation and learning, organizations can better withstand shocks and adapt to new circumstances.

3. Communicate Transparently: Regular and honest communication fortifies trust and mitigates uncertainty. Use multiple channels to reach all parts of your organization and community.

4. Be Decisive and Ethical: Inaction and ambiguity can exacerbate a crisis. Leaders should make decisions confidently, rooted in core values, to guide the organization effectively.

5. Reflect and Learn: After managing a crisis, reflection helps uncover valuable lessons and opportunities for improvement. This continuous learning cycle prepares organizations to better handle future disruptions.

Conclusion

Leading change in times of crisis and uncertainty demands a steadfast commitment to people and principles. By learning from past experiences and adopting a human-centered approach, leaders can guide their organizations through the toughest challenges. As we continue to face unpredictable futures, embracing change with empathy and agility will be the ultimate differentiator in building resilient and thriving organizations.

Image credit: Pexels

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Strategies for Successfully Communicating Change

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Strategies for Successfully Communicating Change

GUEST POST from Art Inteligencia

Change is a constant in today’s rapidly evolving world. Organizations that thrive are those that effectively communicate change initiatives, ensuring clarity, alignment, and engagement among their stakeholders. As a thought leader in human-centered change and innovation, I aim to equip you with actionable strategies that enhance communication during change initiatives.

Understanding the Importance of Communication in Change

Communication is the lifeline of any successful change initiative. Without it, uncertainty, resistance, and confusion can erode even the best-laid plans. Crafting a compelling narrative around why the change is happening, who it impacts, and what the benefits are is essential to gaining buy-in and reducing resistance.

Strategy 1: Building a Clear and Unified Message

A unified message serves as the foundation of any successful change communication strategy. It’s crucial that everyone from leadership to front-line employees shares the same understanding of the change.

“A unified message creates a clear vision, fosters trust, and drives engagement across all levels of an organization.”

Consider Case Study: Fortune 500 Tech Corporation. When the company decided to pivot its product line to include more cloud-based solutions, they knew a clear message was key. They developed a communication framework that outlined the “why,” “what,” and “how” – why the change was needed, what the new direction entailed, and how it would be implemented. This message was communicated consistently across all teams, through town halls, newsletters, and dedicated intranet hubs. This strategic communication plan ensured everyone was on the same page and minimized confusion and disruption.

Strategy 2: Leveraging Storytelling for Emotional Connection

Studies have shown that humans are hardwired to respond to stories. Communicating change through storytelling helps create a relatable context, making the change more personal and impactful.

In Case Study: Global Retail Chain, when the company began a digital transformation journey, they employed storytelling to connect with employees emotionally. Leaders shared personal stories about how digital tools positively impacted their work-life balance and productivity. By aligning the transformation with real-life benefits, employees became more receptive and enthusiastic about embracing new technologies.

Strategy 3: Engaging Stakeholders Early and Often

Engagement isn’t a one-time activity. Successful change communication thrives on continuous dialogue. Invite feedback, address concerns, and provide regular updates to maintain momentum and build trust.

For instance, the retail chain from our case study conducted monthly feedback sessions, allowing employees to voice concerns and suggest improvements. This continuous engagement built a sense of community and ownership, further smoothing the change process.

Strategy 4: Utilizing Multiple Communication Channels

Diversifying communication methods ensures that messages reach everyone, respecting different preferences and schedules. Use a mix of emails, face-to-face meetings, video updates, and social media to cater to diverse audiences.

In the tech corporation case study, by employing various channels, the company ensured no one was left out. Employees could access information at their convenience, an approach that was particularly beneficial given remote work dynamics.

Strategy 5: Training and Support

Change can be intimidating. Providing adequate training and support empowers employees to adapt more readily and performing effectively in the new environment.

The retail chain implemented comprehensive training sessions focusing on new digital tools, pairing them with ongoing support and mentorship programs. This not only eased the transition but also equipped employees with new skill sets, transforming apprehension into opportunity.

Conclusion

Effective communication isn’t about what you say, but how you make others feel during a change. It’s about creating understanding, reducing fear, and fostering inspiration. By building clear messages, employing storytelling, engaging stakeholders, utilizing diverse channels, and offering support, organizations can transform change from a challenge into an opportunity.

As we’ve seen in the case studies of the Fortune 500 Tech Corporation and the Global Retail Chain, tailored strategies can lead to successful change communications, ultimately leading to sustained growth and innovation.

Let us embrace change not as a disruption, but as an avenue for growth. Stay innovative, stay connected, and continue to propel forward.

Image credit: Pexels

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Ten Transformational Change Principles

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Ten Transformational Change Principles

GUEST POST from Greg Satell

It’s been clear to me for some time that 2020 would be a pivotal year. Globalization and digitalization, the two major forces of the last generation, have disappointed. The corporate mantra of shareholder value has proven to be bankrupt. The end of the Cold War has led not to a democratic utopia, but a rise in populist authoritarianism.

Much of what we believed turned out to not be true. At the same time, there is great cause for optimism. We are undergoing profound shifts in technology, resources, migration and demographics that will give us the opportunity to drive enormous transformation over the next decade. We are likely entering a new era of innovation.

We need to learn from history. Positive change never happens by itself. We can’t just assume that we can just set up some basic “rules of the road” and technological and market forces will do the rest for us. Any significant change always inspires fierce resistance and we need to overcome that resistance to bring change about. Here are 10 principles that can guide us:

Revolutions don’t begin with a slogan. They begin with a cause. The vision always needs to be rooted in solving problems people genuinely care about. That’s why you can’t bribe or coerce change. Once you start trying to engineer change through incentives, you are signaling that this is a change that people don’t really want to make.

Transformation fails because people oppose it, not because people don’t understand it. For any significant change, there are going to be some people who aren’t going to like it and they are going to undermine it in ways that are dishonest, underhanded, and deceptive. That is your primary design constraint. Change of any kind threatens the status quo, which never yields its power gracefully.

To be effective, change efforts need to be rooted in values. Values represent constraints and constraints bring meaning and credibility. A movement without values is nothing more than a mob.

Resist the urge to engage those who attack and undermine you. In fact, as a general rule, you should avoid them until you have gained significant momentum.

Focus on building local majorities. You want to be continually expanding your majorities within communities and clusters. When you go outside your majority, however, you get pushback. Stay on the inside pushing out.

Shift from differentiating values to shared values. Differentiating values are what make people passionate about an idea, but shared values create entry points for people to join your cause. You overcome your opposition by listening and identifying shared values in what they say that can be leveraged to attract others to your cause.

You design effective tactics by mobilizing people to influence institutions. Every action has a purpose. You are always mobilizing someone to influence something. For everything you do, you ask who are we mobilizing and to influence what?

Scale change and weave the network through cooptable resources. Instead of trying to get people to do what you want, find people who want what you want and give them tools to help them take action. It is through taking action, not taking orders, that people take ownership of the movement and make it their own.

Survive Victory. The victory phase is the most dangerous phase. You need to think about how to “survive victory” from the start. It’s not enough to make a point, you have to want to make a difference.

Transformation is always a journey, never a particular destination. The most important thing you can do to bring change about is simply to get started. If not now, when? If not you, who?

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Remote Work Revolution is Rethinking Employee Experience

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Remote Work Revolution is Rethinking Employee Experience

GUEST POST from Art Inteligencia

In the not-so-distant past, remote work was often seen as an occasional luxury. Fast forward to today, and it has become a significant, often preferable, reality for millions of employees worldwide. This shift—accelerated by global events and technological advancement—has brought about a remote work revolution that demands a fresh perspective on the employee experience. As organizations rethink their strategies, it’s crucial to center human needs in the design and implementation of remote work policies.

The New Paradigm

The traditional work environment has been significantly disrupted, leading to newfound flexibility and autonomy. But as appealing as remote work is, it also introduces challenges that can impact an employee’s sense of belonging, job satisfaction, and productivity. To address these, companies must foster transparent communication, promote work-life balance, and create spaces for social interaction—physically or virtually.

“Remote work is not just about working from a different location, but rather creating a dynamic ecosystem that can adapt to an employee’s personal and professional needs.”
Braden Kelley

Case Study 1: TechVision

Background

TechVision, a rapidly-growing software firm, recognized early the potential drawbacks of remote work. It understood that despite the liberating nature of flexible work schedules, employees might feel isolated and overlooked in a virtual environment.

Initiatives and Outcomes

To combat these challenges, TechVision introduced several initiatives:

Virtual Lounges: These digital meeting rooms are always open, encouraging employees to drop in for casual chats. This fosters a sense of community and reduces feelings of isolation.
Flexible Working Hours: Acknowledging diverse personal schedules, TechVision allows employees to define their own working hours, provided they meet deliverable deadlines.
Monthly Home Office Stipend: Understanding that an efficient home workspace is crucial, the company provides a stipend for employees to enhance their home office setup.

As a result, TechVision noticed a 20% increase in employee satisfaction and a 15% boost in productivity, proving that a thoughtful approach to remote work could yield significant benefits.

Case Study 2: GlobalInnovate

Background

GlobalInnovate, a multinational design firm, faced the challenge of maintaining creativity and collaboration in a remote setup. Vital brainstorming sessions had to transition from the boardroom to the online space, sometimes losing the dynamic energy critical to innovation.

Initiatives and Outcomes

GlobalInnovate employed the following strategies:

Virtual Reality Collaboration Tools: By adopting VR meeting platforms, the firm recreated the spatial dynamics of an in-person meeting, fostering more natural interactions.
Regular Creative Jams: These unstructured sessions are dedicated purely to creative exploration, allowing teams to ideate freely without the pressure of immediate deliverables.
Global Work Sprints: Employees from different time zones collaborate intensively on projects for a week, followed by a comprehensive review and reflection process.

These approaches have sustained GlobalInnovate’s creative output, with the firm reporting a 30% rise in innovative solutions proposed by their teams over a six-month period.

Conclusion

The remote work revolution isn’t merely a shift in location; it’s a transformation in how we perceive and execute work itself. Organizations, by re-imagining the employee experience to ensure connectivity, flexibility, and creativity, can turn the challenges of remote work into opportunities for growth and innovation. As we move forward, it’s imperative that we continue to pioneer strategies that place human experience at the forefront of the remote work landscape.

Image credit: Pixabay

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