Monday, December 24, 2018

Happy New Year! Set SMART Goals for 2019!

Rather than "recycling" past New Year's Resolutions, set SMART goals and achieve them in 2019.  Click HERE for a template to get you started.

Our very best wishes for a happy, healthy, and successful 2019.

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Tuesday, December 18, 2018

Change Leadership Part 4

Re-Balancing The Equilibrium
Lewin argues that the most appropriate way to support the re-balancing the equilibrium is to:


  • Strengthen the Driving Forces
    Make sure that the argument or the case that you present as a change leader is valid and backed up with facts
  • Weaken the Restraining Forces
    Creating trust will help soften the change.  
Often, it is a combination of both styles that will need to be employed to introduce change. Remember, people tend to resist change when it is forced upon them. 

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Thursday, December 13, 2018

Change Leadership Part 3

Unfreezing

As a change leader, it is your task to help unfreeze or unlock the situation. This will allow the organization to look differently at itself and recognize the need for change. 

Tactics include:
  • Emphasize costs of not changing
  • Communicate the plan
  • Identify what will not change
  • Identify the level of effort expected
  • Walk your talk
  • Modify Reward Mechanisms

Transition (Moving)

By unfreezing a situation, it is now possible to create the transition. This will allow the organization to move towards the change or target state.

  
Tactics include:
  • Communicate, Communicate, Communicate
  • Encourage overt resistance
  • Focus attention on achieving the change
  • Reward supporters, encourage resistors
  • Create and Celebrate small victories

Re-freezing Tactics
Once the goal state has been reached, Lewin argues that it is necessary to ‘refreeze’ to ensure stability. It is important to note that this does not preclude the organization from changing again. Instead, the organization will begin the cycle again (Unfreeze, Transition, Refreeze) if needed.


Tactics include:

  • Acknowledge costs and problems
  • Reward champions
  • Create new victories

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

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
http://tools2succeed.com/

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:

Internal

  • How can we change the way we do things?
  • How can we save money?
  • How can make more money?  
External
  • 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
http://tools2succeed.com/

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
http://tools2succeed.com/

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
http://tools2succeed.com/