The Dangerous "d" in Change

You've made the case for change, shown others a desirable outcome to be experienced, and shown them the path to make the journey. If they still aren't willing to engage in new attitudes or actions, perhaps it's the "d" they keep adding to the word "change." And as my friend Alan Kaniss reminds me, people aren't necessarily averse to change, but they don't like being changed.

The idea connects strongly with my thought that change has to be cultivated within an organization and not forced, driven, or simply led. All the best practices related to change are necessary, but the goal should be to help them to see the benefits of change and how they can make the journey instead of the purpose of telling them that what they are doing is inadequate and they (and/or their skills or work habits) need to be changed. Once they take the first step on their own, celebrate it, and continue to provide the environment where they are encouraged to take the next step.

Light bulbs, batteries and diapers need to be changed. People, on the other hand, need the vision, motiviation, guidance, and support to change.

Living Your Purpose

One of my training programs last week included working with an emerging leaders group at the Tractor Supply Corporation. They are always an inspiring group for me to work with, as they talk about both their professional and personal goals. Prior to my program on Wednesday, they were to comment on their work on applying training from a previous event, including development of a personal mission statement. Talk about an "aha" moment. Several were very clear about their purpose or mission, while others were still struggling to define it. In my training session a short time later, I noticed that some of those with the most clarity about their mission statements and purpose were among those who were most engaged in the training. I shouldn't have been surprised.

When we have a clear understanding of our purpose, the choice about how to use every moment is more clear. Our plan of reaction to a problem or challenge is also easier. We know the outcome we are looking for, so we plug in the appropriate attitudes or actions to work toward that result-or that will equip us to do so later.

To best help guide your thoughts and actions, consider dusting off (or creating) your mission statement. While organizations usually have long ones, yours doesn't have to be. One of the most powerful and practical ones I heard last week was, "I want to be a value-added person to everyone around me." The goal in creating one is to crystallize your purpose in such a way that you can align what you say is important with what you actually do.

Leadership And Being "Cellotastic"

One of my new musical passions is a duo called The Piano Guys. Here's the facts: One guy plays the cello and one plays the piano. Not impressed? I wouldn't be either. You have to SEE them performing to get hooked. Both Jon Schmidt and Steven Sharp Nelson have a love of their instrument that is incredible. They also exude a level of humility and respect for others that is rare in today's world. Oh, and they have a fantastic sense of humor. When their performance of a song is complete I find myself thinking, "WOW! I wish I could play the cello or piano like them."

Growing leaders is a huge focus in business today. With an increasing number of workers retiring each year, the pool of potential leaders is shrinking. While speaking at a recent conference involving over 300 leaders and managers the question was asked, "How many people would want to rise to the next level of leadership in their department?" Less than 10 percent raised their hand. Yes, leaders have pressures placed upon them that did not exist in the past, but strong leadership is needed today more than ever-in corporations, government, non-profit organizations and even our families.

The ultimate question is, "Are you performing your duties and opportunities as a leader in such a way that other people want to be YOU one day?" If not, start by watching a few moments of The Piano Guys, and start growing more leaders in your work and life.

To Be A Change Agent-Hang Around A Change Agent

I love it when research validates what we informally thought we knew. A recent HBR Tip of the Day shared findings from two researchers looking at the impact of psychological closeness. People who were encouraged to identify with a selfish individual became more selfish, keeping 11% more cash when they were asked to divide money between themselves and another person.

We've all experienced this same effect. Hang around people with a negative attitude, and you start looking at life more cynically. Spend a significant amount of time with others and you will find yourself using some of their same verbal nuances and dialect (ask anyone who is not originally from the South but comes to live here).

So we can deduct that if we want to be more proactive about change we need to spend some time around people who are change agents. Individuals who aren't satisfied with the status quo and seek something better for others and themselves.

Reflect on your typical day. Are you being intentional about seeking out those who want to create, lead or foster change? If not, don't be surprised if your willingness to change is reduced as well-you might say it's a scientific fact.

Change and a Change In Habit

In 1982 I was given the NCSU basketball clock you see in this picture. Since then it has been my primary source of "knowing what time it is" when in a room. From the home where I grew up to three different dorm rooms, an apartment, three different houses and now my office, it has never failed me, except when there was a need to replace the battery.

Last week the clock finally stopped working. The strange thing was that I kept looking to the clock to tell me the time. Even though I knew it no longer worked, my eyes would frequently glance to its face. It wasn't just the clock, it was the location of the clock that caused me to look in that direction. Finally, in frustration, I found another clock to put in its place so that I could still see the time in the same location.

We are tremendous creatures of habit. Once we find a system, process or habit that works, we stick with it, and usually only change when forced to do so (like me). It's this desire to keep things the same that we also should remember when leading change. In fact, there are several questions we should ask related to habits when we are charged with leading or simply managing a change. They include:

• What individual or group work habits will be affected by this change?
• How ingrained are these habits? Who will likely have the most difficulty changing their work routine to meet the requirements of the change?
• Are there smaller elements of this work habit that will not change? (I.E. I can still look for the time in the same place. It's just a different clock.) What's our plan to emphasize that in our communications?

Habits are hard to break. Looking at the change from the perspective of those whose daily habits will be affected is key to insuring they will  still give you "the time of day" as you move through the change.