William Bridges’ Managing Transitions is a leadership classic. Todd talked about the highlights in this post from a couple of years ago. As you may recall, Bridges proposed that every transition has three stages, each of which requires particular leadership actions.
- Ending, losing, and letting go
- Neutral zone
- New beginning
The Change Factory group created a useful set of checklists for leaders at each stage. It includes questions such as:
- Am I giving people accurate information, again and again?
- Have I said thank you to everyone who contributed in the past?
- Have I made sure that realistic feedback is flowing upward?
- Am I pushing for certainty where it would be more realistic to live a little longer with uncertainty?
- Am I being careful not to introduce extra, unrelated changes?
As you can see, these questions require some thought and reflection. When we’re in the middle of major change (which might feel like most of the time), it can be hard to take the time to reflect and plan. The checklists can provide useful reminders. For those who want extra discipline, they are a great starting point for writing in a leadership journal.
Think of a major transition you’re experiencing. Which stage do you think you’re in? Is there a question from the checklist that was particularly useful?
Dee Anne Bonebright
You nailed the interview, you got the job and now it’s time to prove your value – full speed ahead! Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levels, encourage leaders to take a different approach to successfully navigate one of the most treacherous transitions you will face – starting a new job.
The pressure to deliver results – fast – can backfire and end up looking like the proverbial bull in the china shop. Making a lot of noise, causing a lot of action but not demonstrating your ability to lead and succeed.
To avoid a crash, Daly and Watson describe five crucial subjects or themes that new leaders need to understand before they charge forward. This will require structured on-going dialogue with your boss that they call “the five conversations:”
- The Situation Conversation – discover how your boss perceives the current standing or status of the overall organization and your unit. Your goal is to ensure a shared understanding of the challenges and opportunities you face.
- The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
- The Style Conversation – discuss and determine how the relationship with your new boss will work. How do you each prefer to communicate, what boundaries exist, how are decisions made, and how frequent do you need to interact to ensure trust and success.
- The Resources Conversation – determine what resources are available, what you believe you need, confirm how resources are allocated and begin negotiating to ensure access to critical resources.
- The Personal Development Conversation – mutually identify opportunities and expectations for continual development to ensure success in your current and future roles in the organization.
In reality these will not be distinct one-time conversations but they are a framework to help new leaders strategically approach the transition to a new role. This is a time that it is “all about you!”
Posted in change and transition, communication, goals, Leadership, leadership development, organizational culture, resources, self awareness, stakeholders
Tagged communication, culture, feedback, Leadership, performance, professional development, purpose, questions, self-awareness, success, transparency, urgent
My daughter just started a new job and recently spent a full day in a new employee onboarding program. Since she knows what I do for a living, she called to tell me that I should have been there – so I could tape it and use it as an example of what not to do!
The arrival of a new employee is often one of the greatest missed leadership opportunities. During the period of transition, employees are wondering not just about the nuts and bolts of their jobs, but also about the organization. What kind of team have I joined? What is the culture? How can I fit in?
Last summer I introduced the 4 C’s model of onboarding. Based on work by the Society for Human Resource Management, it identifies four key focus areas:
- Compliance: the basic legal and policy requirements of their role.
- Clarification: the roles and expectations for the new positions.
- Culture: introduction to formal and informal organizational norms
- Connection: integrating new employees into the work group.
My daughter’s program focused on compliance. She learned about the laws and policies that govern her new work. She filled out the paperwork to be covered by benefits. But she didn’t hear from organizational leaders about their goals and priorities, and she didn’t have an opportunity to build a connection with the other new employees who were there. She walked away feeling like they had wasted her time on things she could have done from her own desk.
The organizational leaders missed the chance to meet with a group of eager new staff who wanted to hear what they had to say. Even a brief welcome and greeting could have made them feel like the organization was glad they were there and wanted them to succeed.
Many of our Minnesota State schools are examining their new employee programs and looking for new ways to build culture and connection. How can we as leaders make better use of this important transition?
Dee Anne Bonebright
I don’t want to cause alarm. Don’t be shocked! But, as Bob Dylan reminded us in 1964, “The Times They Are a-Changin'”. People change, jobs change, leaders change, organizations change, students change, politics change, technologies change, employees change, you change and I change.
Change can be good, bad or in-between. It can be planned or unexpected, purposeful or random, small or large. And it will affect you and your people.
During March and April we will be sharing ideas, tips, tools, resources and asking questions related to your role as a leader during the transitions that occur as a result of these changes. What can be done to plan for change, how to respond to change, ideas for leading change, how to support a new leader, how to be a new leader, what to do when a leader is leaving, what to do when you are leaving, facilitating employee transitions, and other ideas you suggest or want to share.
We can’t stop change. In fact, we don’t want to stop it but we can learn how to make the transitions more successful.
We’ve pointed out before that listening is an essential leadership skill. When it comes to leading for the common good, it’s more important than ever.
I recently heard a TED talk by Julian Treasure in which he pointed out the importance of conscious listening. He said filters – things like culture, values, expectations, attitudes, and beliefs – impact how we listen. Even though most people are unconscious of their filters, these filters create our reality by determining what we pay attention to.
Our fast-paced and noisy culture is inhibiting our ability to do the kind of conscious listening that creates understanding across differences. Treasure recommends that we practice these five skills, and encourage our staff to practice them, in order to enhance our listening skills.
- Embrace silence – spend 3 minutes each day in quietness.
- Focus on channels – listen to all the sources of sound around you and try to separate as many distinct sounds as possible.
- Savor sounds – focus on everyday sounds and learn to appreciate them.
- Examine your listening positions – identify your filters and learn to be intentional. Are you being active or passive? Critical or empathetic? What is impacting your perception of what you’re hearing?
- Practice RACA – Receive information consciously, Appreciate the viewpoint of the speaker, Summarize what you heard, and Ask followup questions.
Treasure says that we’re losing our ability to listen. Do you agree? If so how can we reverse that trend?
Dee Anne Bonebright
“That’s crazy,” “I could never do it that way,” You’re wrong,” “No, listen to me!”
Are you hearing statements like these at work? When new ideas are introduced are you seeing battle lines drawn? How do you lead for the common good when it seems like your people have completely different goals in mind?
Well, not to ignore how hard it is but the place to start is with dialogue. Which means helping people actually listen to each other, even if they disagree with what the other person is saying. Your goal is to help people move from:
- persuading or telling
- focusing on differences
- talking at each other
All of which lead to frustration, lack of trust and either/or thinking.
And move to:
- talking with each other
- looking at options
That requires finding some sort of common or shared interests as a starting point for dialogue. Instead of focusing on the dangers of the other point of view and highlighting the positive of their own point of view, help people work on specific issues by looking deeper and identifying underlying values, goals, and concerns that both sides share.
We encourage the leaders we work with to ask these two straightforward questions to build trust and identify shared interests.
- What do we all want?
- We do we all fear or want to avoid?
It will take work to keep people from focusing on their initial points of view and look at the bigger picture, but facilitating this conversation will help you and your people find a common good you can all agree on, and that is a great starting point!
Posted in building teams, common good, communication, goals, polarities, trust
Tagged communication, culture, ego, innovation, purpose, transparency, vision
One aspect of leading for the common good is the ability to lead across boundaries. We’re all familiar with the problem of silos in academia. Many times even well-meaning activities fail to include everyone who has a stake in an issue or tools to help address it. And there are many other potential divisions that can be formed by race, gender, age, even which candidate someone voted for. Bringing people together across these boundaries is a critical leadership challenge.
I recently came across an article in Forbes that made a connection between boundaries and another hot issue in academia – incivility. The author pointed out, logically enough, that much of the incivility we’re dealing with is based on an unwillingness to work together with people that are on the other side of some perceived boundary.
Somehow I hadn’t connected the idea that by leading people to work together across boundaries, we are also creating an environment where people show respect and civility. Here are some recommendations from the article:
- Treat employees as problem-solving partners
- Make sure everyone has a voice
- Provide ways for people to speak up about concerns and ideas
- Build teams that bring diverse people together
- Make sure it’s OK to ask uncomfortable questions
- Promoting collaboration that is focused on the common good
How have you seen leaders effectively lead across boundaries? Do you agree that it promoted an environment of respect and civility?
Dee Anne Bonebright
Image: Hands Across the Divide, sculpture by Maurice Harron, Co Derry, Ireland