The ‘Power-Pack’ of change
In a recent blog I mentioned what I felt to be the key attributes of people who commit to change, and succeed. These are just as essential for managers who wish to truly create change among their teams. There are four components, I call them the ‘Power-Pack’, and the key requirement of the Pack is that all must be present for real change to occur. The four attributes of people and managers committed to change are:
- They believe it is necessary for personal and/or professional gain and fulfillment.
- They have confidence to engage people in more productive ways.
- They have patient but persistent leaders or guides.
- They are able to get help and offer help to peers.
This post addresses Attribute #1:
They believe it (change) is necessary for personal and/or professional gain and fulfillment
This attribute means that you not only have found your voice on what must change but that you will adjust your behavior to make it so. I recently learned of a young New Yorker named Lauren who has committed to live a life producing no waste. Somehow she lives day-to-day without producing trash. That is serious behavior change, and I am impressed by her decision to live the life she is advocating. I’m also struck by the unanticipated benefits beyond the credibility of living her ideology; saving more money; eating better; and she’s happier.
Just as impressive is the example of a manager at one of my clients. After investing in significant training of new skills deemed necessary to produce better results, she committed to managing her team differently to ensure that the skills changed how they did business. She changed three ways she engaged her team.
- Weekly staff meetings now include honest discussion of the use and results of the trained skills. The team role-plays the skills using real life situations. She requires staff to declare upcoming appointments with customers/prospects and to role-play how it will proceed. The result is improved staff confidence, customer relationships, and she can see the improvement in her bottom line .
- She posted illustrations of the top skills required for success on office walls. This allows her to point to visuals to reinforce the skill and intent. The result is her team now regularly points to them on their own
- She communicates to her organization successes linked to the use of the skills. This recognizes her team members, reinforces the value of the skills, and validates the investment in her team.
Pick your axiom - ‘walk-the-talk’, ‘shift the paradigm’ – these two women believe that change is necessary to succeed, and more importantly have acted on these beliefs. Their success is both personal and affects the bottom line. Nice!
What can you do to make sure you ‘walk-the-walk’ with your staff?