Tuesday, December 11, 2018

Change Leadership Part 2

Re-Balancing The Equilibrium

One of the most influential theories of change within organizations was proposed by Kurt Lewin. In his theory, Lewin describes change as the need of the organization to reach equilibrium or stability and that both driving and restraining forces are always at play to disturb this state of equilibrium.

Driving Forces
What are the main forces driving the change?  (For example, the need for more sales or profits.)

Restraining Forces
What are the main forces that could stop the change from happening? (For example, no funds for Marketing)
As the simple examples above highlight, balancing the equilibrium is a challenging task that requires strong change leadership skills.

Kurt Lewin proposed that  re-balancing the equilibrium requires the following three distinct steps:  
  • Unfreezing
  • Changing (Moving)
  • Refreezing
Until next time...



Sheryl Tuchman, SPHR, SHRM-SCP

Thursday, December 6, 2018

Change Leadership Part 1

Too often, organizations can rush into change without really considering the need for change and in their eagerness to pursue a change initiative, they chase the wrong end state and ultimately waste valuable resources – often the goal of the project in the first place.

A great challenge in leading change is first recognizing that there is a need to change. We need to determine where we are now and where we want to be.  

The questions below will guide you in your analysis of your organization’s need to change:


  • How can we change the way we do things?
  • How can we save money?
  • How can make more money?  
  • What market conditions prevail?
  • How can we enter new markets or maintain our existing position?
  • Who are our main competitors?
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Thursday, November 15, 2018

Happy Thanksgiving

Tools 2 Succeed® would like to wish you and your family a wonderful Thanksgiving holiday.

This Thanksgiving, holiday season, and every day of the year, set aside some time to share with family, friends, and loved ones. With a grateful heart, give thanks for all the blessings in your life. It is a time for kindness. Look for something - no matter how large or small - to be thankful for. In giving thanks, you will lighten your load, if only for a short while, and carry the spirit of the season in your heart.

As you count your many blessings, take a few minutes to jot them down so that you can refer to them daily in the year to come. We are including our colorful Thankful Template
HERE, with a few illustrations to get you started. Feel free to share the template with your family, friends and coworkers, and be sure to let them know that you are thankful for them too!

Enjoy the holiday season. Thank you for your loyalty.

Best wishes,


Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, November 14, 2018

Influencing Tactics for Leaders Part 2

  • Personal Appeals
    • The leader uses personal appeals to influence behavior by requesting the employee to engage in activity as a favor based on friendship derived from personal power
  • Exchange
    • As with personal appeals, the leader uses exchange to influence behavior by the employee to engage in activity as a favor based on friendship that will be returned or exchanged for another
  • Coalition Tactics
    • The leader uses coalition tactics when seeking the support and influence of others and to influence behavior
  • Pressure Tactics
    • The leader uses pressure tactics to influence behavior through the use of threats
  • Legitimizing Tactics
    • The leader uses legitimizing tactics to influence behavior when he/she makes requests based on the position of authority
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Monday, November 12, 2018

Influencing Tactics for Leaders Part 1

Influence is the ability to affect the perceptions, attitudes and behaviors of others.  The relationship between leadership and influence is extremely complex and of critical importance to all organizations.  Influence is an important social skill required by leaders to effectively and efficiently enable staff to obtain organizational objectives.

The benefits of a leader with influencing skills include increased involvement by team members as well as an increase in team and organizational effectiveness.

The 9 Influencing Tactics Include:
  • Rational Persuasion
    • The leader employs logical arguments of factual data to influence behavior
  • Inspirational Appeals
    • The leader uses inspirational appeals to influence behavior by appealing to the emotions or enthusiasm of employees
  • Consultation
    • The leader uses consultation to influence behavior by allowing employees to participate in the planning or decision making process
  Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Friday, November 2, 2018

Effective Complaint Handling Part 10

  • The causes can be grouped as follows
    • People factors may include:
    • Poor training
    • Lack of interpersonal skills
    • Unclear objectives
    • Lack of motivation
    • Poor attitude
  • System factors which may contribute to poor handling of complaints include:
    • Lack of measurement and accountability
    • Poor or absent planning
    • Inadequate communication systems
    • No customer focus in the activities
  • Avoid the following words and phrases when handling complaints as they make customers cringe
    • Our policy is……
    • The computer… 
    • They…
    • I can’t… 
  • Why Some People Don’t Complain
    • Apathy  -  couldn’t be bothered
    • Empathy -  too nice to complain because they understand
    • Sympathy -  feel sorry for the people involved so don’t complain 
    • Accessibility - they don’t know how to get their complaint to the relevant person in the  organization 
    • Fear - they don’t know what impact their complaining may have on them in the future
    • Frustration - complaining has not resulted in a positive outcome before, so they don’t complain
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP

Wednesday, October 31, 2018

Effective Complaint Handling Part 9

  • Information from the complaints handling process and the trending data can be used to drive continuous improvement
  • Plan-Do-Check-Act cycle:
  • Plan  --- Planning the improvement activity
    • Do  --- Implementing the plan
    • Check --- Measuring the outcome against what has been projected in the plan
    • Act --- this will mean either continuing with the planned activity or changing the plan to improve the results
  • Complaints need to be tracked to ensure
    • Completion
    • Attention
    • Feedback
    • Action
  • Some trends to watch out for:
    • Most complaints per product
    • Most complaints per salesperson /sales area
    • Most complaints per customer
    • Seasonality
    • Functionality
    • Increase in complaint numbers
    • Decrease in complaint numbers
  • Failure of the complaint handling process can have a major impact on an organization due to:
    • Loss of revenue when customers move away
    • Competitors use the source of the complaint to attract customers to their products
    • Increased sales and marketing expenditure to attract new customers
    • Decreased revenue and profitability
Until next time...

Sheryl Tuchman, SPHR, SHRM-SCP