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/

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/

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/

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/

Five Ways Managers Can Increase Employee Engagement by Rachel Stones, Guest Author

Are your employees going through the motions each day, or perhaps they’re simply doing enough to get by?  These are common traits of disengaged employees found in most workplaces across the world.  Disengaged employees are not invested in their work which can be manifested in their attitudes and the quality of their work.  So, how can companies turn disengaged employees into engaged ones?  The key is to start with management.

Management can set the overall tone in the workplace, especially where employee engagement is involved.  Read on for tips to help your leadership increase employee engagement.

Set the Example

Years ago, I saw a poster that read, “Attitudes are contagious; is yours worth catching?”  I feel this mantra is particularly applicable in the workplace.  Managers can set the example for their employees in just about every facet of the workplace, including habits, attire, attitude, and more.

If managers come into the office late and leave early, then their employees will be inclined to do likewise.  If the manager is pessimistic about the company trajectory, then employees might be inclined to feel similarly.

On the other hand, good managers work as hard as those who work for them.  They show up on time or in a lot of cases, early.  They are excited about the work they do, and that excitement spreads through their teams.  If your company leadership has a positive outlook and is always looking for ways to improve, that same attitude can impact employees.

Give Frequent and Consistent Feedback

Managers who frequently and consistently meet with their employees to give them feedback have employees who are more engaged, according to a report issued by Zenger Folkman. However, the feedback needs to be sincere and detailed to have the maximum effect.  Managers who develop a good relationship with their employees and who regularly provide constructive feedback give employees the information they need to change, improve, and succeed.

Recognize and Show Appreciation

A study by BambooHR showed the number one reason employees left a company when leaving because of their boss was due to their boss taking credit for their work.  Managers should avoid taking credit for their teams’ work at all costs, and the best way to do that is to develop a habit of recognizing and showing appreciation for your employees.

Managers can do this in a variety of ways.  Thank-you notes, verbal recognition (private and public), are examples that can help your employees feel valued and encouraged to continue producing great work.

Enable and Empower

Have you ever tried to plant a garden without any gardening tools?  It’s doable, but it’s much more time-efficient when you’re equipped with the right tools. The same principle applies in the workplace.  If your employee prefers working on a Mac versus a PC, buy him/her a Mac. If you want your employees to be innovative, then encourage (and fund) participation in additional educational opportunities related to the industry.  Enable and empower your employees by giving them right tools and opportunities to grow.

Encourage Involvement

Whether it’s a company barbecue or a client meet-and-greet, employees who are involved with their company daily are more inclined to be engaged.  Managers can set the example by their own participation, but they can also extend invitations and encourage their employees to be involved.

The Takeaway

Having engaged employees means having workers who are actively involved in the workplace.  Engaged employees are more productive and concerned about their own contributions as well as the performance of the company.  Management can play a key role in the engagement of company employees.  Share these tips with leadership to help guide them as they lead and manage their teams to success. 

Guest Author Bio

Rachel Stones loves to share business and HR tips with entrepreneurs.  She writes for Objective App Development the creators of Built for Teams, a complete HR system tailored specifically to the needs of small and medium sized businesses.  She also enjoys creative writing, gardening, and spending time with her family.

Leadership and Delegation: Essential Steps Part 3

THE DELEGATION PROCESS

1. CLARIFY OBJECTIVES
When delegating a task, the leader must address the following:

• Policies and Procedures
• Communication Structures
• Coordination

2. AGREE ON RESPONSIBILITIES

• Leader provides clear terms
• Team member acknowledges a sense of commitment
• Team member is free to discuss doubts and concerns

3. DETERMINE SUPPORT AND TRAINING

• Does the leader need to provide guidance and support in the short- to medium-term?
• If so, what form of guidance and support is needed?
• What training is required to ensure the objectives are achieved?

  4. ENSURE FREEDOM TO ACT

• The team member must feel free to act and make decisions to perform the task
• The manager must respect this freedom and set clear boundaries

5. MONITOR AND REVIEW

• Monitoring ensures that the task to be delegated is being performed effectively
• Review sessions help to empower the team member to perform the task while ensuring appropriate supervision

  6. REWARD
When delegated tasks are performed well, rewards may include:

• Public Recognition
• Opportunities for Personal Development
• Opportunities for Promotion
• Monetary Rewards

 Until next time...






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

Leadership and Delegation: Essential Steps Part 2

WHAT DO LEADERS NEED TO DELEGATE EFFECTIVELY?
Leaders must have confidence and trust in their team members and their abilities in order to give them responsibility for tasks and projects.  Leaders must also ensure that team members receive the necessary training, guidance, resources, and authorization to do the job.  Team member readiness for a task is also crucial.

TASKS TO DELEGATE

• Routine Jobs
• Tasks that others can do or learn as well or better than you
• Tasks that will challenge and develop staff

TASKS NOT TO DELEGATE

• Confidential Matters
• Employee Appraisals
• Disciplinary Matters
• Rewards and Recognition

Until next time...






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

Leadership and Delegation: Essential Steps Part 1

WHAT IS DELEGATION?
Delegation is the social skill required by leaders to effectively and efficiently empower team members to obtain organizational objectives.

BENEFITS OF DELEGATION

• Increased team involvement
• Increased responsibility and ownership
• Utilize specialized knowledge and skill
• Increase in team and organizational effectiveness
• Ascertain suitability for future roles

WHY DON'T ALL LEADERS DELEGATE EFFECTIVELY?
Many supervisors and managers were promoted to their current position simply because they were good at their old jobs. Now they are faced with managing employees, but often they are not trained to do so.  When faced with the pressure of getting work done, many times, it can seem easier to just do it themselves rather than taking the time to train their employees. The busier the manager is, the more difficult it is to find the time to train others. This sets up a pattern that is difficult to break.

Other reasons for not delegating include:

• Fear of loosing control
• Fear that others may do a better job
• Lack of confidence in team members

Until next time...






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

What is Resilience?

The word resilience comes from the Latin resilio which means to turn around, to make a leap or to rebound. It is like an elastic band when it is stretched and stretched but then always returns to its initial shape.

One of the main criteria to why organizations succeed or fail, compete or crumble is how resilient their employees are.  To be resilient, all of us have to develop excellent change leadership skills.

Embracing the characteristics of resilient children, promoting the personal traits of resilient leaders and recognizing the strengths and the qualities of resilient teams and organizations will help us to become more resilient.

What can you control?
A clear characteristic of resilient people is their capacity to achieve their goals even in the face of adversity.  Many of the organizational changes that you will experience in your working life may not actually be initiated by you.  In fact, many employees feel that they have little or no control over the change that impact directly on them.  How often have you heard other employees say “what can I do?” Despite this, resilient individuals have an ability to bounce back while others feel helpless in their plight in life.  Here’s the secret: resilient individuals shift the power by taking control. This is merely a shift in energy from a powerless “what can I do?” to an energized, “what can I do to make a difference?”

Think about what you CAN control, what you can influence, and what you cannot control. Focus on those things about the change that you CAN control.

Until next time...






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

Diversity: Valuing the differences that make each of us unique

Why is valuing diversity important?

Much of our diversity initiatives in the workplace stem from legislation designed to provide equal and fair treatment of all employees and to prevent discrimination in the workplace.  Valuing diversity, however, involves efforts that go beyond these laws.  It involves creating a positive work environment in which individual differences are not only recognized and valued but are also utilized to achieve results.
 
As an individual, you want to be part of an organization that strives to provide an opportunity and incentive for maximum self-expression and growth.  If you are allowed to grow and use your unique talents and skills, you will accomplish more and take greater pride in the business results that you have helped to achieve.  Promoting the growth of individuals is a critical component of effectively leveraging diversity.
 
Nothing is more powerful than employees who feel good about themselves and take pride in the work they do.  Imagine that all of the people you work with have confidence, respect for themselves, respect for others, and value each other's contributions.  What would this mean?  You'd have a rich synergy that would promote successful results and a fun place to work!

What are some attributes that contribute to a person's essential value?  

• Life Experience
• Character
• Talents and Skills
• Leadership
• Knowledge
• Compassion
• Quality of Work  
• Kindness
• Cooperation  
• Fairness
• Values

A successful organization must recognize, accept and value individual differences.

Until next time...

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

Effective Ways To Lead

What is a Leader? 
Effective leaders can be found at every level of an organization and don't necessarily need to have a "titled" position.  The employee must be willing to assume a leadership role by modeling positive behaviors in his or her attitudes and ideas.  Leaders must be willing to teach and support others, be proactive, and be willing to serve as well as lead.

Leaders must be flexible enough to pitch in, even when the task at hand does not involve their job specialty.  Learning what others do is a great opportunity.  Leaders must also be willing to share information with others and be assertive enough to honestly question job procedures.  They must seek out every opportunity to satisfy customer needs and expect that others will notice and appreciate their efforts.  Finally, leaders must understand that being only a "follower" is no longer accepted in today's organizations.  Everyone is expected to be a leader in the attitudes, beliefs, and behaviors they bring to their jobs.
 
Some Leadership Traits  

• Trustworthy and shows integrity  
• High-achieving and always strives for excellence  
• Able to make others feel important and valued  
• Willing to serve others  
• Being the consummate teacher  
• Building relationships  
• Communicating effectively  
• Optimistic and enthusiastic  
• Vision for the future  

Never Give Up
In addition to demonstrating leadership qualities, true leaders never give up despite mistakes or setbacks.  They understand that they cannot be "all things to all people."  They know that a few bad days are perfectly normal.  Most importantly, they are never intimidated by these realizations!   Leadership takes thought, practice, and hard work, but it is well worth the effort.  Leaders are resilient people who keep the best interests of the individual, the team and the organization in mind.

Until next time...

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

Leadership and Change

Leadership is the ability to inspire other people to do what is required to achieve the organization's desired goals. 

Leaders provide what is needed to ensure that change initiatives succeed.  Effective leadership is crucial for successful change at every level in an organization.  When introducing change, it is the management team's role to provide leadership and to ensure that it is mirrored at every level of the organization.  For local change, it is the responsibility of the supervisor or team leader to provide leadership to the team and to make sure that the change is completed successfully.

Leading Successful Change Projects Means:  
    
- Agreeing on the objectives  
- Deciding on the tasks  
- Planning how the tasks will be done  
- Organizing the resources  
- Communicating tasks  
- Making people responsible  
- Monitoring and controlling

It is important to remember that people facing change are being asked to deal with the unknown.  The leader is the one who provides the vision of the future, inspires confidence that the future will be even better than today, and who shows that he/she knows how to get to the destination - the change.
 
Until next time...







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

Timewise Leadership

A leader's value is measured in degrees of effectiveness.  It's not only how efficiently you perform your function in a leadership role, but it's also how effectively you guide your employees toward the attainment of the organization's goals.  Using time effectively is one way to increase your personal effectiveness; helping others to use their time wisely is one way to increase your value to the organization.

Timewise leadership depends on the leader, the followers, and the situation. Timewise leaders are capable of using many leadership styles. For example, in an emergency situation, an autocratic style is needed to quickly get done what needs to be done.  In an emergency situation, the timewise leader will not hesitate to give orders and expect a fast, unquestioning response.  However, in a non-urgent situation, an executive might use more democratic leadership style that takes longer to accomplish  but saves time in the long run by developing empowered, capable employees. 

When employees are involved in the attainment of organizational goals, they tend to be involved and enthusiastic. Even though it takes time to communicate, to explain, and to confer with staff, the participative approach is by far the most efficient leadership style.   Motivation is the prime ingredient of any accomplishment.  A motivated  employee will work harder to attain a goal than an  unmotivated mployee . Timewise, it makes sense to use a leadership style that involves employees in setting goals, making decisions, sharing responsibility, and experiencing free flow of organizational information.

We choose to use our time consciously or unconsciously. When we supervise others, we often do things or neglect to do things that result in an inefficient use of our time.

Think about how you spend  your time as a supervisor and the things you do that either waste time or help you gain time.   How can you better plan and schedule your time and also help your employees to better manage their time?

Until next time...

Sheryl Tuchman, SPHR
http://tools2succeed.com/