Thoughts on Resistance

Every month, a number of different people ask me the same question: “How do you overcome resistance from direct reports?” Over time, my answers have gotten shorter and shorter.

First, resistance is a form of feedback. Listen carefully to what they are saying. Their perceptions and feelings may not be correct in your eyes or from your perspective, but it is what they are experiencing. Learn from this information.

Second, boast their awareness about the context for change. Most people focus on the changes and the losses that will come with it. Most leaders under communicate the problems that are causing the organization to change. By selling the problems (think William Bridges and his book, Managing Transitions: Making the Most of Change, Da Capo Press, 2003), we need to present a compelling picture of the risks of not changing or of not meeting expectations, i.e. shareholders, etc.

Third, while clearly restating the purpose for change, we also need to define the levels of control and initiative those involved can exert. Too often resistance comes from not being involved in solving the aforementioned problems. As I always point out, no participation = no engagement.

Fourth, define the goals and the priorities. Make sure they are SMART goals and not just random flip chart paper goals.

Resistance happens. It is normal. Do not be afraid to lead them through this stage of organizational change.

But a least privately, someone each month asks a follow-up question to the subject of dealing with resistance from direct reports. “What do I do if my boss is the problem? What if they are resistant to change?”

Every year since 1998, we have been discussing this question in the From Vision to Action Leadership Training, http://www.chartyourpath.com/VTA-Leadership-Training.html. It is a common problem and right now quite a few people are experiencing it.

First, understand what kind of change cycle you are going through at this time period. Is it evolution or revolution? Radical or incremental? Often, those who are the boss frame up the changes differently than those who are doing daily operations. Understand their perception, not just your own.

Second, sit down with your boss and dialogue about performance expectations. Try and figure out what your boss is trying to accomplish and what are their goals. From experience, these may be different. Often, they are trying to lower the chaos around them to a manageable level while still focusing on their goals.

Third, clarify your role in the organization and the changes that are taking place. Many times your perception of your role and your boss’s perception may be completely different. Get clear about this sooner than later.

Finally, clarify your level of control. Most of the time when encountering a boss who is resistant to change, the problem is that you think you have lots of control and they do not want you to have that much control.

After discussing this subject for over 13 years, here are some of the best answers from a diversity of leaders and managers who have dealt with this issue:

- Speak truth to power. Know what you are talking about with facts and figures.

- Ask yourself “why did they pick your boss for the job?”. This information will help you maintain perspective.

- Face your fear.

- Do not give away your ability to choose.

- Deal with your addictions.

For those of you who want to explore this subject in greater detail and from a bigger picture perspective, here is a recently published article by Margaret Wheatley called “Leadership in the Age of Complexity: From Hero to Host.” http://www.margaretwheatley.com/articles/Leadership-in-Age-of-Complexity.pdf While the article is not completely focused on resistance, it does offer some excellent insights into why leaders struggle in the world of change and organizational transformation. Years ago, we read her book, Finding Our Way: Leadership for an Uncertain Time, Berrett-Koehler, 2005, for a Spring From Vision to Action Executive Roundtable. It was excellent and so is this article. Happy reading!

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

Opening The Door

Our challenges as leaders are great. The problems of this economy are many. The politics within government are divisive. And yet so many people want change and they want it to start happening now. Reflecting on the last thirty days, I am reminded of the following two quotes:

“Change is a door that can only be opened from the inside.” - Old French saying

“It’s not my job to motivate players. They bring extraordinary motivation to our program. It’s my job not to de-motivate them.” - Lou Holtz, former head coach of the University of Notre Dame football team

First, I believe that many people forget that change involves stepping outside one’s comfort zone. And while fear or the threat of imminent disaster can motivate people, it does not motivate them in the same direction and as well as clarity, support and empowerment. We have to help people open the door from the inside to make real change happen, and this is a difficult personal action. It requires being around people with whom we trust, believe have perspective, and offer support.

Second, I believe that while many want to create effective and sustainable change, too many people experience a daily work environment that is constantly de-motivating them to change. With a lack of real support, trust or empowerment, motivated and committed to change kinds of people are constantly battling poor leadership and even worse poorly designed systems which prohibit that which the organization requires. The result is a rampant case of cynicism and the development of silos with the work environment.

So, how does one get people to open the door from the inside?

Max Dupree, former CEO of Herman Miller, wrote that “the first duty of a leader is to define reality.” Jim Collins in his book, Good to Great: Why Some Companies Make the Leap. . . and Others Don't. HarperBusiness, 2001, called this “confronting the brutal facts.” As he writes, “when you start with an honest and diligent effort to determine the truth of your situation, the right decisions often become self-evident. It is impossible to make good decisions without infusing the entire process with an honest confrontation of the brutal facts.” Furthermore, he adds, “a primary task in taking a company from good to great is to create a culture wherein people have a tremendous opportunity to be heard and, ultimately, for the truth to be heard.” This will require us as leaders to “lead with questions, not answers,” and to “engage in dialogue and debate, not coercion.” While defining reality is hard work, it must be done in such a manner so that people’s confidence and absolute faith that they and the organization will be successful in the end, regardless of the reality before them.

One critical element of helping people open the door up from the inside starts at the executive team level. As Edgar Schein, a former professor at the MIT Sloan School of Management, wrote in the April 1995 edition of Executive Excellence magazine, “Organizational learning is not possible unless some learning first takes place in the executive subculture.” While many do not want to admit it, there is an executive subculture within many companies, and often it is the source of the problem. Filled with big egos and little true perspective, these individuals often reinforce a good-old-boys perspective of entitlement and grandiosity. For some, the company works for them rather than they working for the good of the company. Thus, the best CEO’s are constantly leading their executive teams through in-depth learning in order to prevent a misaligned sub-culture and to help them develop a more realistic and motivational work environment. They understand what Kevin Cashman wrote, namely, “Leaders get what they exhibit and tolerate.”

As we head in to September, let all of us remember that the development of a clear and united executive team in combination with the on-going development of a high-trust culture will make a world of difference. This fall we need people to open the door and stay motivated for the work ahead.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

A Blinding Flash of the Obvious

Tom Peters would often share in his lectures about “a blinding flash of the obvious,” namely an insight or perspective that would make your head spin. Having worked with numerous groups and people over the course of the summer, I think we all need some more blinding flashes of the obvious. Here are a few for your review.

First, let’s remember Collins’ brilliant insight that “Good is the enemy of great.” There are times when this should be handed out at the start of every meeting for the next 30 days so people will quit settling for “good” and instead have the discipline, fortitude, courage and clarity to seek great over good. Too many times this summer, I witnessed good and even OK as acceptable standards and behaviors in many companies. It is a far cry from greatness when we let mediocrity be acceptable.

Second, we need to continue working on a key idea from James Belasco, and Ralph C. Stayer’s book called Flight of the Buffalo: Soaring To Excellence, Learning to Let Employees Lead (Time Warner, 1994). As they write, “Transfer ownership for work to those who execute the work.” Brilliantly simplistic and yet so many people haven’t a clue about how to do this. Most forget that when we create “an environment for ownership where each person wants to be responsible for his/her own performance” then we are creating the opportunity to transfer ownership to those who do it on a daily basis. It is the ownership environment that holds the key to be prepared for the future.

Finally, back to Collins in his book, Good to Great: Why Some Companies Make the Leap. . . and Others Don't. HarperBusiness, 2001, where he writes “all good-to-great companies began the process of finding a path to greatness by confronting the brutal facts of their current reality... When you start with an honest and diligent effort to determine the truth of your situation, the right decisions often become self-evident. It is impossible to make good decisions without infusing the entire process with an honest confrontation of the brutal facts.” Brutal facts in combination with some good old fashioned faith and hope make a major difference.

Every day there are moments when a blinding flash of the obvious could happen. Open your eyes to the possibilities and keep educating those around you to do likewise. Remember: common sense is not always that common.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

Winning in Tomorrow’s World

“The scarcest resource in the world today,” noted Noel Tichy in his book, The Leadership Engine; How Winning Companies Build Leaders at Every Level, HarperBusiness, 1997, “is leadership talent capable of continuously transforming organizations to win in tomorrow’s world.” Recognizing that at the end of the day, we need better leaders and better people, not just better strategies, Tichy points out that leaders with a proven track record of success take direct responsibility for the development of other leaders. One part of this process will involve a significant amount of time spent coaching.

As one who does this regularly, I think we need to help those who participate in coaching to understanding that coaching happens through you, not to you. Too many times, people treat the act of coaching as something they do to people and do not recognize that coaching is a process of mutual collaboration and structured dialogue.

Next, the best leaders during this structured dialogue routinely explore the subject of purpose and strategy. However, those who coach well know we may not always be able as coaches to solve a certain problem. Nevertheless we can emphasize the choices one can make.

Finally, the best leaders who coach people know that this process involves questions, analysis, action planning and follow through. Too often, people think that coaching is only about asking questions. While this is important, we need to recognize that the best leaders also help people analyze what is going on and then help them build a plan of action based on this analysis. Finally, the best always follow-up.

The scarcest resource in the world is transformational leadership. In the journey from today to the future, we need to realize that personal coaching in combination with team development, education about organizational transformation, and the development of effective strategy are all interconnected. And when leaders take responsibility and build the future, these interconnections are strengthened, motivational, and dynamic.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

Why Teams Fail

Many years ago, the Hay Group reported that teams failed to meet expectations because of the following reasons:

- 55% - goals unclear or changing objectives

- 51% - lack of accountability

- 49% - lack of management support

- 47% - lack of role clarity

- 45% - ineffective leadership

- 40% - low priority of the team

- 30% - no team-based pay

I do not know if these numbers are still accurate in 2011 but I suspect that for many companies, the top four to five problems have not changed much over time. And when we examine these problems in details, one thing becomes clear to me this morning. Not a single one of the them is insurmountable.

Starting today, we all know how to create SMART goals and to clarify objectives. We also know how to hold crucial or fierce conversations where people are held accountable for their words and their actions. We even know how to improve management support and develop role clarity.

But, as many of us have learned in life, knowing is not the same as doing. The above challenges fall into the doing zone and this is where things get more complex. For translating knowledge into action requires all of us to make time for what matters the most, and that is our people.

This week and this coming month, think about your teams and reflect on which ones need your assistance to get better. Then, review the above list and make the right choices. Invest your time and leverage your energy in such a manner as to make it a force multiplier.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

Being An Architect of Meaning

For over a decade, I have been teaching students during our annual From Vision to Action Leadership Training ( http://www.chartyourpath.com/VTA-Leadership-Training.html ) that one of the key characteristics of a leader worth following is someone who is an architect of meaning. As I point out, every day people in leadership positions routinely confront paradoxes and wrestle with deep questions about the company’s brand identity, competitive advantage, and strategic direction. Often, they get asked such questions as “Who are we?” and “Where are we going?” They solve these challenges by building clarity at the macro and the micro levels of the organization, and helping people understand their role in the process.

One way of creating this depth of clarity is to routinely ask these three questions. First, ask “what do you do at our company?” because this will determine role clarity. Second, ask “What are your priorities? because this will determine goal clarity. And finally, ask “What do you do that matters most?” because this will determine mission clarity. As Kevin Cashman notes, “As you believe, so shall you lead.” I often translate this into “As they believe, so they shall follow.”

Jim Collins and Jerry Porras pick up on this same theme in their book, Built to Last: Successful Habits of Visionary Companies, HarperBusiness, 1994. As they explain, “... we’re asking you to see the success of visionary companies - at least in part - as coming from underlying processes and fundamental dynamics embedded in the organization and not primarily the result of a single great idea or some great, all-knowing, god-like visionary who made great decisions, had great charisma, and lead with great authority. If you’re involved in building and managing a company, we’re asking you to think less in terms of being a brilliant product visionary or seeking the personality characteristics of charismatic leadership, and to think more in terms of being an organizational visionary and building the characteristics of a visionary company.”

As we all know, leaders work on the company while managers work in the company. As summer moves toward fall, we need more architects who design and then build visionary companies. If you need any help in doing this, feel free to call. I always enjoy a good challenge.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257

Farm Wisdom

“Farmers do not ask,” writes Mette Norgaard Ph.D, MBA, “which is most important, preparing the soil or selecting and growing the best seeds? Likewise, we should not ask whether we ought to focus on changing the systems and structures or developing the people.”

This coming fall more and more people will be struggling with soil vs. seeds issues. They know they need to change certain systems and structure. They also know they need to develop people in order to have more capacity. However, many executives are reluctant to do either because of the amount of time, resources and energy it will take to do it and to do it well.

While some organizations are suffering from reorganization fatigue, others have come to the same conclusion as John C. Maxwell in his book,, The 21 Irrefutable Laws of Leadership: Follow them and People Will Follow You, Thomas Nelson Publishers, 1998, when he wrote: “The Law of the Lid: Leadership ability determines a person's level of effectiveness.” Certain organizational charts will never position the organization for growth because they do not have the right people in the right leadership positions. Certain organizations also will not deal with this issue because they do not have the courage to face problems of their own making. It is always easier to blame the economy or the government rather than take responsibility for our own strategic choices.

From my vantage point, this level of work means that we as leaders must recognize that real change requires depth of character and competence. The difficulty is that few leaders have received significant coaching and education to improve the depth of their competence. As Stephen Covey wrote many years ago, “Organizational development and change, without personal development and change, is illusionary, even foolish, because market realities are demanding new qualities inside people and new relationships among people.” Well organized ninety day plans, regular coaching and a steady diet of organizational clarity does not sound flashy, hot-off-the-presses, New York Times best-seller list, latest and greatest new management book stuff, but in the test of time we need to remember that the infrastructure for success is as important as the content for success.

This fall, I encourage all of us to spend more time preparing the soil and selecting the seed. Then when it comes time for change, we can all remember: what you feed, grows.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257