The ‘Power-Pack’ of Change - Part 3

People say it takes 21 days of consistent attention to start a new habit. In the workplace that’s probably not nearly enough. Why is it so hard? In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed. There are four attributes that I call the ‘Power-Pack’. The key requirement of the Pack is that all must be present for real change to occur.

These four attributes of managers committed to change are:

1. They believe it is necessary for personal and/or professional gain and fulfillment.
2. They have confidence to engage people in more productive ways.
3. They have patient but persistent leaders or guides.
4. They are able to get help and offer help to peers.

This post addresses Attribute #3:

They have patient but persistent leaders or guides.

How can you be both patient and persistent? This attribute is about the manager’s disciplined ability to change their own behaviors to ensure change takes place. An analogy we’re all familiar with is the New Year’s resolution. So many are left on the pile of good intentions, and are great examples of the Power Pack not being fully in place. Even if deemed necessary and you have the confidence (at least on January 1st) to achieve the resolution, it fails if you don’t fully commit. Patience and persistence keep the change a priority.

Managers demonstrate patience and persistence in two very simple and disciplined ways.

1. Patience:

• As new behaviors and skills are introduced they expect improvement not perfection.
• They look for consistent use of new skills before expecting the intended results.
• They give their team the time and training needed to adopt and practice new approaches.
• They ensure positive reinforcement of efforts and successes.

2. Persistence:

• They ensure team meetings contain practice of the behavior and skill change taking place.
• They ardently ward off old habits and behaviors detrimental to progress. This shows the team they are intent on the changes needed. It is not a fad.
• They openly measure progress against their objectives, and link the use of skills to the attainment of them.

These attributes answer the question asked by so many teams, "Are you really serious?". And like your friends and family who challenge your New Year’s resolutions, you actions will reflect just how serious you are.