By Linda D. Henman, Ph.D.
flashlight into the darkness so others can see their way through
the transition will define a prominent and recurring role for you—that of
change agent.
During turbulent times, those around you will count on you to
present a confident, self-assured demeanor. They will want you to let them know
they can trust you—trust you to take charge and to stay in charge. In short,
they will want you to show no fear. As with all fears, those associated with
change are due largely to the perception of what might happen rather than to the likelihood of it actually
happening.
The
perception that failure will occur, therefore, immobilizes people at the exact
time that they need to spring to action. If you were to ask a hundred people
for an antonym for “success” at least ninety-nine would say “failure.” I submit
that the opposite of success is not failure: it’s the unwillingness to try
again and to learn from setbacks. Thomas Edison, arguably one of the most
successful inventors of all time, wrote this about his numerous attempts to
invent the light bulb: “I have not failed. I’ve just discovered 10,000 ways
that don’t work.” (Apparently he wrote this in the dark, however).
their idea. So, if you want to become a change again, you will
need to find a way to address the self interest of stake holders in the status
quo. This is not so easy. But if you take the time to understand the aspects of
the status quo that they most relish, you’ll be far ahead in winning them over
to the change.
The next step is to make sure you understand your own issues with
change before you try to help others with theirs. If you resist a particular
change that seems imminent, the condition will be contagious. What are you
holding on to? What do you fear about the change? If you are in a position as a
leader, the single most important thing you can do is to cause a change
reaction, not a chain reaction. Be consistent, clear, and endlessly
repetitious.
2. Try to keep everyone focused on the desired outcome. Constant
reminders of the end goal will help people better tolerate temporary
inconveniences.
3. Understand that when people face major changes, they typically
go through three stages: Awareness, adjustment, and advancement. The process
can take days, weeks, or months, depending on the person, and some people never
move past their constant struggle to adjust.
4. Three skills tend to separate those who can deal effectively
with change from
those who cannot: Problem solving, relationship building, and
flexibility. When
major or multiple changes are on the horizon, encourage people to
solve problems associated with the change as soon as they are aware of them, to
build rapport among themselves, and to remain open to innovative solutions.
5. Whenever possible, persuade others to separate their emotions
from the change or the problems it has introduced.
6. Don’t let yourself or others get trapped into thinking there is
only one solution to any problem. Brainstorm creative solutions and then see
options as having pros and cons, rather than being “right” or “wrong.”
7. If innovation requires thinking “outside the box,” try talking
to someone who
actually lives outside the box. Sometimes those too close to the
problem don’t see the obvious. Listen to outside voices.
8. Finally, remember the “5 E’s” for taking charge of change:
• Experiment with new approaches
• Educate others about what lies ahead
• Exemplify openness yourself
• Empower others to control what they can control
• Engage everyone who is affected by the change
However, sometimes people don’t perceive the pain before
significant damage has occurred. Like insidious heart disease, symptoms of
impending destruction may go unnoticed. As a change agent, your job involves
building a culture of change, one that supports the long-term strategy of the
company. There are two kinds or organizations: those with a strong strategy and
culture of change and those going out of business. In other words, what got you
here won’t necessarily get you to the next level, but becoming a change agent
just might.
Dr. Linda Henman, the
author of The Magnetic Boss: How to Become
the Boss No One Wants to
Leave, is a leading expert on
setting strategy, planning succession, and talent development. For more than 30
years she has worked with executives and boards of directors that are in
transition. Some of her clients include Tyson Foods, Emerson Electric, and The
United States Air Force.
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