As children we would ask “Why?” a lot. Hearing the answer, “Because I’m the mommy.” Or “Because I said so.”, was the reason we had to accept. As adults when we ask that question, we expect an answer with a little more “detail” behind it. This is never truer than when an organization introduces change. In fact, you may think that your organization somehow turned into a day care center full of whining nursery school children when you announce a change. There is a preventative measure that reduces the whining scenario.
Read more: Change: The Why and the Vision
According to a recent Harris Poll, over 50% of people ages 18 to 34 believe they learn more from technology than people. While this may be a blinding flash of the obvious, what does this mean for business? Unless you’ve been under a rock, you know that millennials now form the largest segment of the workforce. The real question now becomes, if the largest part of your workforce prefers technology over people, how can we build driving coalitions for change?
Change Management; Business,
Read more: Change Team or Change Coalition
Change is rarely easy or welcomed in an organizational setting. However, there are ways to make change easier, go more smoothly, and be more effective. The reality is that there will always be hurdles in your tracks, challenges to overcome, and people who try to stop the change train no matter what the change may be. Change failure is high and placing the blame for this failure is, more times than not, given to one element. It doesn’t matter what change model you implement; the beginning of change is the best place to harness the steam of the change engine with one key source of power.
CEO, Change Management; Business,
Read more: How to get Employees On Board the Change Train
One of the biggest laments for CEOs is that their people don’t think for themselves. Think about it. If you have several or even one team member who incessantly comes to you with questions instead of solutions your day is full of constant interruptions and productivity falls to zero – for both you and your team member. For the CEOs, the ideal is to have people think for themselves thus freeing up time for them to work on larger business issues. Why can’t or won’t people think for themselves?
Read more: A Paradox for Problem Solving
The funerals of Aretha Franklin and John McCain demonstrate a vivid contrast in cultures, and cultural ceremonies. These two celebrations of life couldn’t be more different. One had lively renditions of vocals, the other more somber musical tributes. At one, people wore highly expressive outfits. At the other, attendees displayed more toned-down and traditional attire. Both had moments of humor, applause, and solemnity. One was like Google on steroids, the other like IBM. Which of these celebrations is most like your organizational culture and why does culture matter?
Read more: Two Funerals and a Culture
No one likes working with toxic people. Further, bad behavior rubs off on others and they take up the mantle. Of course, the opposite is true as well - someone’s good behavior can be contagious too. The best idea is to avoid hiring these “poisonous pals.” Unfortunately, these bad boys and girls don’t have a toxic tattoo label across their forehead. They are experts at hiding their destructive behavioral tendencies from even the most competent interviewers or even when stressing certain cultural factors or settings and they can manage to keep their toxicity hidden even after being on board for a while. However, even nontoxic people can demonstrate poor behavioral choices when under stress.
Read more: Is Your Team Turning Toxic?
When you hear the term self-directed work teams does a chill run up your spine while visions of chaos and anarchy dance in your head? Or do visions of freedom, doing things your way, and finally being heard give you a euphoric, light headed feeling? Or do you feel a mix of these feelings? There are some who think that self-directed teams are the new kid on the block who just wants to flex his muscles and cause trouble. Self-directed teams have been playing in your neighbor’s back yard for years.
Teams,, Self-Management, Self-directed Teams
Read more: Teams, T-Rexes, and Thirty Somethings
More and more organizations are relying on teams to get work completed and completed more quickly. The reliance on teams means that organizations are becoming less hierarchical and that management is moving further and further away from the old control and command management style, even in the C-Suite. Further, managers are developing more of a matrix set of skills. All of this means that organizations are becoming more agile.
Agility brings about more change and brings it more often. A more agile operation forces teams to throw out staid project management ideas. The team concentrates on the few items or tasks that are less likely to change by the time the team can work on them. This in turn, helps team members embrace change. One source suggests, “people should be happy to learn things that alter their direction, even late in the development process.” On the other hand, creating agile teams does involve some planning.
High Performing Teams, Agile Teams, Team Development
Read more: How to Plan for Agile Teams