Still not much time for blogging. But saw an article in The Wall Street Journal last Monday (January 25, 2010) that you may find interesting. It deals with the subject of "where process improvement projects go wrong." My professional career has involved a lifetime of special projects and this article confirms my long standing beliefs, not only about continuous improvement efforts, but about any type of change in an organization.
Click here to get the link.
p.s. readers: I've recently subscribed to WSJ and have found it be a very interesting newspaper for me.
Showing posts with label making changes. Show all posts
Showing posts with label making changes. Show all posts
Friday, January 29, 2010
Friday, October 16, 2009
Pride of Authorship
It's a truism in human nature - most people do not like to make changes and will resist change whenever they possibly can. And that's true even for people who make their living making changes.
For may years I was a management consultant. Recommending and implementing change is pretty much what consultants do. Yet, even though they are agents of change, consultants are also prone to avoiding changes, other than those they've recommended. The phenomenon is so pronounced among consultants that some people have labeled it as "Pride of Authorship."
While consultants spend time and effort getting you to accept and adopt their ideas for change, those consultants caught in "Pride of Authorship" have great difficulty accepting any modifications or changes to their recommendations. They believe their ideas were well thought out and will work successfully and do represent the best alternative. Otherwise they wouldn't have made the recommendation in the first place. Because of this, they fiercely defend against any changes to their change.
Now I don't mean to imply that all or even most consultants have "Pride of Authorship." Nor are consultants the only people who develop recommendations for change and therefore run the risk of being caught in that trap. But I do want suggest that everyone who develops ideas for change consider this fact: it's a very rare person who can develop the best idea for change in a vacuum; that is, without the advice and counsel of others, especially those people who will be impacted by the change.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
For may years I was a management consultant. Recommending and implementing change is pretty much what consultants do. Yet, even though they are agents of change, consultants are also prone to avoiding changes, other than those they've recommended. The phenomenon is so pronounced among consultants that some people have labeled it as "Pride of Authorship."
While consultants spend time and effort getting you to accept and adopt their ideas for change, those consultants caught in "Pride of Authorship" have great difficulty accepting any modifications or changes to their recommendations. They believe their ideas were well thought out and will work successfully and do represent the best alternative. Otherwise they wouldn't have made the recommendation in the first place. Because of this, they fiercely defend against any changes to their change.
Now I don't mean to imply that all or even most consultants have "Pride of Authorship." Nor are consultants the only people who develop recommendations for change and therefore run the risk of being caught in that trap. But I do want suggest that everyone who develops ideas for change consider this fact: it's a very rare person who can develop the best idea for change in a vacuum; that is, without the advice and counsel of others, especially those people who will be impacted by the change.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Monday, September 21, 2009
Resistance to Change Can Be Good
Not all resistance to change is bad. That's because not all changes are good. People who resist change serve a useful purpose by raising questions and objections that cause us to take a hard look to make sure our changes are useful, cost effective and beneficial. It's possible the end result of the resister's challenge may be an improved change as potential problems are identified and removed before the change goes into effect.
So be thankful when people challenge or criticize your proposed change. After all, if your change is well thought out, you'll be able to show the critic how your change handles their issue. On the other hand, if your change is deficient, be thankful that the critic is taken the time to call it to your attention so you can improve it. Perhaps the critic can help you with the improvement as well. Whenever you can incorporate a critic's suggestions for improvement into your change, you'll begin to make them an owner of the change, and they'll be more likely to accept the change rather than resist it.
About me: Dan Pelley teaches ways to effectively implement changes as part of his "Proactive Leadership" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut, Rhode Island, Massachusetts and New York have one or more people who earned this certificate.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Wednesday, August 12, 2009
On Coping With Change
Yesterday's post was written by anonymous. Today's post is written by a different person who also wishes to remain anonymous as she is discussing a personal characteristic that she views as a deficiency. She submitted this material some time ago in a program on leadership skills, and I haven't re-read it since I obtained her reprint permission until just now. It turns out that she actually presents two deficiencies along with corrective actions for both. So I've decided to separate them into two blog posts - one today and one tomorrow.
Here's her thought for today. "I am pretty stubborn at times and do not always like to hear a different way of doing something. It has made it hard recently to adjust to the change in management in my store. The new store manager changed many things, from policies, to where certain items where kept. For the first month I was very resistant to the changes because I believed the old ways did not need to be changed. I eventually overcame my stubbornness and realized that most of the changes were good, but not before having a long month of resentment towards my new boss."
Her action steps to help overcome this deficiency were as follows: "I will try to keep an open mind when a change is being implemented or if someone is showing me a new way to do something. I will remember the many times somebody else's idea was actually a really good one! If it actually turns out to work I will tell that person either thanks or that they had a great idea/change. I will try to think about what it would feel like if every time I had an idea it was shot down. It does happen and it sometimes hurts."
Thanks anonymous. We will visit you again tomorrow.
About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI). The issue recited above came from a participant in one of his supervisory management development programs.
Here's her thought for today. "I am pretty stubborn at times and do not always like to hear a different way of doing something. It has made it hard recently to adjust to the change in management in my store. The new store manager changed many things, from policies, to where certain items where kept. For the first month I was very resistant to the changes because I believed the old ways did not need to be changed. I eventually overcame my stubbornness and realized that most of the changes were good, but not before having a long month of resentment towards my new boss."
Her action steps to help overcome this deficiency were as follows: "I will try to keep an open mind when a change is being implemented or if someone is showing me a new way to do something. I will remember the many times somebody else's idea was actually a really good one! If it actually turns out to work I will tell that person either thanks or that they had a great idea/change. I will try to think about what it would feel like if every time I had an idea it was shot down. It does happen and it sometimes hurts."
Thanks anonymous. We will visit you again tomorrow.
About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI). The issue recited above came from a participant in one of his supervisory management development programs.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Thursday, August 6, 2009
Using Different Styles of Interaction
Effective leaders learn to use different styles of interaction depending on the situation they face and the individual employees they must deal with. In today's post, Bill Gilmore, Senior Planner at Whitcraft LLC in Eastford CT, provides a very good example of using different styles of interaction. His company was in the processing of creating manufacturing cells and he knew that three people would not like that change. Here's Bill's example reprinted with permission:
"We were creating manufacturing cells at work that affected about 15 people. Having a good working relationship with all of them, I knew the three people who would be upset by the change and it gave me a chance to include them in different ways.
"One of the guys was going to complain no matter what, so I started probing him two weeks before we moved everything and made sure every negative thing he said was at least considered or worked around when possible. He happily moved and got his way on a couple of things that were good ideas but never would have come out if I didn't talk to him.
"Person number two was only concerned with where his tools would be located. Knowing his concern I was able to fit a shared tool chest in the cell and he was happy.
"The last person is the type of person that just doesn't understand why we need to improve everything and go faster so that gives him a bad attitude, but of course he won't ask any questions or give his input either. Knowing this, I went out of the way to explain why we were doing what we were doing and the money it would save without working any harder. Actually it will be easier because all his tools will be right there to use. He moved with no problems and very little negative comments."
In conclusion, Bill went on to say that his company is working on a number of change initiatives. He has seen several cases where the change process did not go well, where there were many problems and much arguing because the person leading the change did not understand how his people think or what makes them tick.
Thanks very much for the real-world example Bill. The key to managing people is to understand what drives each individual employee, and then to adjust our style of interaction with each individual in such a way that we get the very best performance from each unique person who works with us.
Bill Gilmore lives in Pomfret, CT and completed our Managing People program at Quinebaug Valley Community College in Danielson, CT yesterday.
About me: Dan Pelley teaches Managing People, a 16-hour program concerned with the topics of motivating people, developing positive attitudes, being more effective in getting the best out of each unique employee, and handling people problems. The program is offered to companies as an on-site program, and it is also offered on an open enrollment basis in Danielson, CT and Lincoln, RI.
"We were creating manufacturing cells at work that affected about 15 people. Having a good working relationship with all of them, I knew the three people who would be upset by the change and it gave me a chance to include them in different ways.
"One of the guys was going to complain no matter what, so I started probing him two weeks before we moved everything and made sure every negative thing he said was at least considered or worked around when possible. He happily moved and got his way on a couple of things that were good ideas but never would have come out if I didn't talk to him.
"Person number two was only concerned with where his tools would be located. Knowing his concern I was able to fit a shared tool chest in the cell and he was happy.
"The last person is the type of person that just doesn't understand why we need to improve everything and go faster so that gives him a bad attitude, but of course he won't ask any questions or give his input either. Knowing this, I went out of the way to explain why we were doing what we were doing and the money it would save without working any harder. Actually it will be easier because all his tools will be right there to use. He moved with no problems and very little negative comments."
In conclusion, Bill went on to say that his company is working on a number of change initiatives. He has seen several cases where the change process did not go well, where there were many problems and much arguing because the person leading the change did not understand how his people think or what makes them tick.
Thanks very much for the real-world example Bill. The key to managing people is to understand what drives each individual employee, and then to adjust our style of interaction with each individual in such a way that we get the very best performance from each unique person who works with us.
Bill Gilmore lives in Pomfret, CT and completed our Managing People program at Quinebaug Valley Community College in Danielson, CT yesterday.
About me: Dan Pelley teaches Managing People, a 16-hour program concerned with the topics of motivating people, developing positive attitudes, being more effective in getting the best out of each unique employee, and handling people problems. The program is offered to companies as an on-site program, and it is also offered on an open enrollment basis in Danielson, CT and Lincoln, RI.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Tuesday, April 14, 2009
What Mr. Edison Knew
Our posts on 4/11/09 and 4/13/09 led to this post. You may want to read those posts first.
Mr. Edison looked at failure in the right light. He treated every failure as a discovery. He found something that wouldn't work. In a sense, he was thankful for each discovery of what wouldn't work. Because I think he knew a basic principle of discovery that is quite similar to a basic principle of selling.
Basic selling skills include the idea of thanking every customer who turns you down. Why so? Because if you sell a product that on average only 1 out of every 100 people will buy, you need on average 99 turn downs before you'll get to a sale. And each "no" is one less person you have to ask before you get to "yes."
I think Mr. Edison knew that if only 1 in 100 ideas will work, each failure is one more "no" to be scratched off the list, and one step closer to the "yes" that brings success.
About me: For 25 years, Dan Pelley has presented supervisory management development programs in Rhode Island, Massachusetts and Connecticut. He is the 2004 recipient of the Richard Fontaine Award for Teaching Excellence awarded by Quinebaug Valley Community College in Danielson, CT.
Mr. Edison looked at failure in the right light. He treated every failure as a discovery. He found something that wouldn't work. In a sense, he was thankful for each discovery of what wouldn't work. Because I think he knew a basic principle of discovery that is quite similar to a basic principle of selling.
Basic selling skills include the idea of thanking every customer who turns you down. Why so? Because if you sell a product that on average only 1 out of every 100 people will buy, you need on average 99 turn downs before you'll get to a sale. And each "no" is one less person you have to ask before you get to "yes."
I think Mr. Edison knew that if only 1 in 100 ideas will work, each failure is one more "no" to be scratched off the list, and one step closer to the "yes" that brings success.
About me: For 25 years, Dan Pelley has presented supervisory management development programs in Rhode Island, Massachusetts and Connecticut. He is the 2004 recipient of the Richard Fontaine Award for Teaching Excellence awarded by Quinebaug Valley Community College in Danielson, CT.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Monday, April 13, 2009
Mr. Edison's Light Bulb
You may want to read a related post: "Get motivated by failure" on 4/11/09 first.
Thomas Edison was a great inventor. He didn't invent the light bulb. He perfected it.
The first light bulb was invented by Humpry Davy in 1809. Herman Sprengel invented a vacuum pump that allowed a good vacuum to be created inside a light bulb. Sir Joseph William Swan invented the first practical light bulb in 1878 (13.5 hour life).
So what did Edison do? He made significant improvements to the bulb filaments, extending the 13.5 hours of Swan. First to 40 hours, then 100, and later to 1500 hours.
To do that, Edison and his team experimented with literally thousands of different filament materials including no fewer 6,000 vegetable growths. And he looked at test failures in just the right way. When challenged on results he said: "Results? Why, man, I have gotten lots of results! If I find 10,000 ways something won't work, I haven't failed. I am not discouraged, because every wrong attempt discarded is often a step forward...." (emphasis mine).
"The electric light has caused me the greatest amount of study and has required the most elaborate experiments.... Although I was never myself discouraged or hopeless of its success, I can not say the same for my associates.... Through all of the years of experimenting with it, I never once made an associated discovery. It was deductive... The results I achieved were the consequence of invention - pure and simple. I would construct and work along various lines until I found them untenable. When one theory was discarded, I developed another at once. I realized very early that this was the only possible way for me to work out all the problems." (emphasis mine).
As one of the great inventors of his time, Thomas Edison had many more valuable quotes for us. You can see them by Clicking here to visit thomasedison.com
About Pelleyblog: We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us.
Thomas Edison was a great inventor. He didn't invent the light bulb. He perfected it.
The first light bulb was invented by Humpry Davy in 1809. Herman Sprengel invented a vacuum pump that allowed a good vacuum to be created inside a light bulb. Sir Joseph William Swan invented the first practical light bulb in 1878 (13.5 hour life).
So what did Edison do? He made significant improvements to the bulb filaments, extending the 13.5 hours of Swan. First to 40 hours, then 100, and later to 1500 hours.
To do that, Edison and his team experimented with literally thousands of different filament materials including no fewer 6,000 vegetable growths. And he looked at test failures in just the right way. When challenged on results he said: "Results? Why, man, I have gotten lots of results! If I find 10,000 ways something won't work, I haven't failed. I am not discouraged, because every wrong attempt discarded is often a step forward...." (emphasis mine).
"The electric light has caused me the greatest amount of study and has required the most elaborate experiments.... Although I was never myself discouraged or hopeless of its success, I can not say the same for my associates.... Through all of the years of experimenting with it, I never once made an associated discovery. It was deductive... The results I achieved were the consequence of invention - pure and simple. I would construct and work along various lines until I found them untenable. When one theory was discarded, I developed another at once. I realized very early that this was the only possible way for me to work out all the problems." (emphasis mine).
As one of the great inventors of his time, Thomas Edison had many more valuable quotes for us. You can see them by Clicking here to visit thomasedison.com
About Pelleyblog: We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us.
Saturday, April 11, 2009
Get Motivated by Failure
In a recent seminar on being an agent of change, I was asked "How do you stay motivated to implement change when you have repeated failures?"
The answer comes from your approach to making changes, and what constitutes a failure.
First, the fact that you have entered the implementation stage and actually tried your idea puts you far above the vast number of managers who speculate, and suppose, and dream of what can be; but fail to take a chance, fail to try things out. You've avoided that failure.
Second, great inventors, innovators and problem solvers know that from each failed test comes information that brings us closer to successful implementation. If you learn nothing else from your failed test, you now know of something that won't work. Gaining that knowledge doesn't seem so much like a failure.
Third, in diagnosing a failed test, you may discover the information that leads to a stunning breakthrough, or at least moves you closer to the final answer. Gaining that knowledge certainly isn't a failure.
Ultimately, every business problem we face will be solved sooner or later. Solved by companies with people who think, ponder, postulate, try, fail, learn and try again. And companies that solve business problems tend to be leaders in their industries.
So, if you look at implementation test failures in the correct way, they are only failures when viewed in the light of a final answer. When viewed as a valuable stepping stone, failed tests are not failures at all.
About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut, Massachusetts and Rhode Island. The issue recited above came from a participant in one of his "Thriving on Change" seminars.
The answer comes from your approach to making changes, and what constitutes a failure.
First, the fact that you have entered the implementation stage and actually tried your idea puts you far above the vast number of managers who speculate, and suppose, and dream of what can be; but fail to take a chance, fail to try things out. You've avoided that failure.
Second, great inventors, innovators and problem solvers know that from each failed test comes information that brings us closer to successful implementation. If you learn nothing else from your failed test, you now know of something that won't work. Gaining that knowledge doesn't seem so much like a failure.
Third, in diagnosing a failed test, you may discover the information that leads to a stunning breakthrough, or at least moves you closer to the final answer. Gaining that knowledge certainly isn't a failure.
Ultimately, every business problem we face will be solved sooner or later. Solved by companies with people who think, ponder, postulate, try, fail, learn and try again. And companies that solve business problems tend to be leaders in their industries.
So, if you look at implementation test failures in the correct way, they are only failures when viewed in the light of a final answer. When viewed as a valuable stepping stone, failed tests are not failures at all.
About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut, Massachusetts and Rhode Island. The issue recited above came from a participant in one of his "Thriving on Change" seminars.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
Friday, April 3, 2009
A Second Chance For Ideas
I've finished updating the "Thriving for Change" program and I am presenting it today at a manufacturing company in Eastford, CT. Here's another thought from that 6 hour program.
As part of developing a change culture in your organization, never say "no" to an idea without a darn good reason for that “no.” You’ve seen that I’m sure. Maybe it happened to you. Someone submits an idea for change to someone in authority, usually their boss. The boss listens to the idea and then says “No, not going to do that.” The person with the idea asks “Why?” The boss responds with something like: “Because I said so,” or “It will never work,” or “I just don’t want to.”
In a change culture such statements are simply unacceptable. In a change culture no idea can be dismissed without due consideration. In a change culture, ideas can only be dismissed for valid reasons. And those reasons must be conveyed to the idea originator along with suggestions on how the idea might be improved so it can be resubmitted for approval.
Indeed, to prevent ideas from being rejected without proper consideration, I believe every company should have a second chance process. If someone believes an idea was turned down without justification, without a valid reason for the "no," then that person (whether or not that person is the idea originator) should be able to have that idea reviewed at a higher level by people who are drivers of change. That doesn't mean the idea won't be turned down again. But it does mean that the second chance review will be by people who seek to take advantage of as many ideas as possible.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings include a six hour seminar titled "Thriving on Change." Today Dan is presenting the program at a company in Eastford, CT. He can present it at your company too.
As part of developing a change culture in your organization, never say "no" to an idea without a darn good reason for that “no.” You’ve seen that I’m sure. Maybe it happened to you. Someone submits an idea for change to someone in authority, usually their boss. The boss listens to the idea and then says “No, not going to do that.” The person with the idea asks “Why?” The boss responds with something like: “Because I said so,” or “It will never work,” or “I just don’t want to.”
In a change culture such statements are simply unacceptable. In a change culture no idea can be dismissed without due consideration. In a change culture, ideas can only be dismissed for valid reasons. And those reasons must be conveyed to the idea originator along with suggestions on how the idea might be improved so it can be resubmitted for approval.
Indeed, to prevent ideas from being rejected without proper consideration, I believe every company should have a second chance process. If someone believes an idea was turned down without justification, without a valid reason for the "no," then that person (whether or not that person is the idea originator) should be able to have that idea reviewed at a higher level by people who are drivers of change. That doesn't mean the idea won't be turned down again. But it does mean that the second chance review will be by people who seek to take advantage of as many ideas as possible.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings include a six hour seminar titled "Thriving on Change." Today Dan is presenting the program at a company in Eastford, CT. He can present it at your company too.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Saturday, March 28, 2009
Don't Be Obsolete
Science advances rapidly creating new and better technologies at an astounding pace. “The way we always did it” soon becomes “old school” or even obsolete. Change is necessary for companies to stay current so they can use the best practices and most efficient technologies to provide superior products and services to their customers. Indeed, change is required for companies to be vital, healthy, competitive and successful.
Companies need leaders who can take advantage of emerging trends in their industry as well as their area of technical expertise. Leaders who can work outside of the box, revisit the way we’ve always done it, break the mold, and lead the organization to success. Our job as leaders is to use our positive energies to solve problems, to find better ways of doing things, to use the best current technologies for any given situation, and to develop new ways to satisfy customer demands. But you simply won't be able to do that if you allow yourself to become technically, professionally or managerially obsolete.
You must stay current. You must make a concerted effort to devote a certain amount of time for your own technical and professional development.
In terms of technology, what are the latest trends in your industry? What are the most recent innovations being made by your competitors? How can you apply new technology to make your company the leading innovator?
In terms of professionalism, what are the latest trends in your area of professional expertise (production, quality, design, finance, customer service, engineering, marketing, accounting, human resources, purchasing, materials handling, transportation, and so forth)? Which trends are working and which trends are not? What are the latest trends in management? Which management theories are working, and which ones are not?
Which trade journals do you read? Which professional societies do you belong do? What news sources, magazines, websites and blogs keep you current? Which trade shows do you attend? Which classes and seminars have you taken in the past 6 months?
What are the latest trends in science and technology and how can you adapt those innovations to your needs? What are the latest trends in other industries? What innovations are they implementing? Which of those innovations can you adapt to your industry?
If you can't answer the above questions on a current basis my friend, you are in danger of rapidly becoming obsolete. Indeed, its becoming evident in some industries such as information technologies that students receiving a degree on this very day are in danger of becoming obsolete tomorrow.
About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut, Massachusetts and Rhode Island. Today he is working on upgrading his "Thriving on Change" 6-hour program to be presented in Eastford, CT next week. This post resulted from that work.
Companies need leaders who can take advantage of emerging trends in their industry as well as their area of technical expertise. Leaders who can work outside of the box, revisit the way we’ve always done it, break the mold, and lead the organization to success. Our job as leaders is to use our positive energies to solve problems, to find better ways of doing things, to use the best current technologies for any given situation, and to develop new ways to satisfy customer demands. But you simply won't be able to do that if you allow yourself to become technically, professionally or managerially obsolete.
You must stay current. You must make a concerted effort to devote a certain amount of time for your own technical and professional development.
In terms of technology, what are the latest trends in your industry? What are the most recent innovations being made by your competitors? How can you apply new technology to make your company the leading innovator?
In terms of professionalism, what are the latest trends in your area of professional expertise (production, quality, design, finance, customer service, engineering, marketing, accounting, human resources, purchasing, materials handling, transportation, and so forth)? Which trends are working and which trends are not? What are the latest trends in management? Which management theories are working, and which ones are not?
Which trade journals do you read? Which professional societies do you belong do? What news sources, magazines, websites and blogs keep you current? Which trade shows do you attend? Which classes and seminars have you taken in the past 6 months?
What are the latest trends in science and technology and how can you adapt those innovations to your needs? What are the latest trends in other industries? What innovations are they implementing? Which of those innovations can you adapt to your industry?
If you can't answer the above questions on a current basis my friend, you are in danger of rapidly becoming obsolete. Indeed, its becoming evident in some industries such as information technologies that students receiving a degree on this very day are in danger of becoming obsolete tomorrow.
About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut, Massachusetts and Rhode Island. Today he is working on upgrading his "Thriving on Change" 6-hour program to be presented in Eastford, CT next week. This post resulted from that work.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Thursday, March 19, 2009
The Danger in Dictating Change
I've been working for the past week or so on upgrades to my "Thriving on Change" seminar. Content revisions are in final draft, with much of yesterday's work involving the topics of "selling your ideas" and "gaining buy-in." Regarding those issues, some people may argue "Why should I? I'm the boss of my department or work group. If I have a good idea I should be able to tell people to put my idea into action. Besides, if I open it up to discussion, I'll probably have to contend with a lot of questions, comments, challenges and proposed changes. I know what I'm doing. This is the best way to go. So let's just do it."
Let's examine these arguments. Yes, you are the manager and that does make you a boss. But being the boss doesn't make you a leader. The manager who is a leader can get people to do things willingly, without having to rely on her or his authority as a boss.
When you develop an idea on your own, you fail to recognize that very few individuals can develop a perfect idea without the insights of others. You fail to realize that no one in your department, including you, can be more knowledgeable than all the people in your department put together.
Operating people can usually spot potential trouble spots in proposed changes, and usually have practical suggestions for overcoming these difficulties. They also have a vested interest in sharing their ideas so the change can be implemented smoothly. These sort of corrections, made to ideas during the discussion phase, are usually quite inexpensive as the idea is still "on paper." Corrections tend to be far more expensive during the implementation phase where money is being expended, time is being spent and resources are being consumed.
When you let others help you develop an idea for change; when you listen to their concerns; when you incorporate their suggestions; when you give them credit for their help and make them a partner in your idea, you'll have the best chance for successful implementation. Even if the idea isn't perfect, those who were involved in creating it will make every effort to work through problems, work around obstacles, patch holes and otherwise do whatever they can to see the idea, the idea they were part of creating, put into action as a successful change.
On the other hand, when a change is decreed without any input from the people impacted by the change, those people will feel resentful. They've been ignored, not included. Your actions indicate that you don't value their thoughts and suggestions. They think you are a know-it-all. And when it comes to implementing your idea, they have no vested interested in seeing it work. Indeed, many of them will hope that it fails, and takes you along with it.
Oh, don't worry. They will follow your instructions. To the letter. They'll let the problems confound them. They'll crash into obstacles and fall into holes. After all, you did say "just do it." And with each bump in the road they will look to you for the answer. After all, it's your idea. You didn't want their help. And that is the real danger of dictating change.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Let's examine these arguments. Yes, you are the manager and that does make you a boss. But being the boss doesn't make you a leader. The manager who is a leader can get people to do things willingly, without having to rely on her or his authority as a boss.
When you develop an idea on your own, you fail to recognize that very few individuals can develop a perfect idea without the insights of others. You fail to realize that no one in your department, including you, can be more knowledgeable than all the people in your department put together.
Operating people can usually spot potential trouble spots in proposed changes, and usually have practical suggestions for overcoming these difficulties. They also have a vested interest in sharing their ideas so the change can be implemented smoothly. These sort of corrections, made to ideas during the discussion phase, are usually quite inexpensive as the idea is still "on paper." Corrections tend to be far more expensive during the implementation phase where money is being expended, time is being spent and resources are being consumed.
When you let others help you develop an idea for change; when you listen to their concerns; when you incorporate their suggestions; when you give them credit for their help and make them a partner in your idea, you'll have the best chance for successful implementation. Even if the idea isn't perfect, those who were involved in creating it will make every effort to work through problems, work around obstacles, patch holes and otherwise do whatever they can to see the idea, the idea they were part of creating, put into action as a successful change.
On the other hand, when a change is decreed without any input from the people impacted by the change, those people will feel resentful. They've been ignored, not included. Your actions indicate that you don't value their thoughts and suggestions. They think you are a know-it-all. And when it comes to implementing your idea, they have no vested interested in seeing it work. Indeed, many of them will hope that it fails, and takes you along with it.
Oh, don't worry. They will follow your instructions. To the letter. They'll let the problems confound them. They'll crash into obstacles and fall into holes. After all, you did say "just do it." And with each bump in the road they will look to you for the answer. After all, it's your idea. You didn't want their help. And that is the real danger of dictating change.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Monday, March 16, 2009
Thriving on Change
Today I am working on upgrades to a program called "Thriving on Change."
Faced with rapidly changing technologies and ever increasing customer demands, every business organization must make timely changes if it wants to maintain or improve its competitive edge. Yet most organizations are naturally resistant to change and will avoid it whenever they possibly can. Therefore companies need strong leaders who can drive the change initiatives. Leaders who can work outside of the box, revisit the way we’ve always done it, break the mold, and lead the organization to success.
Leaders are not found idling by the side of the road. Leaders are not found in the middle of the pack or lagging behind. Leaders are people who seek the top of the mountain. People who look for the best practices and the best current technologies.
When leaders reach the top of the mountain, when they find that best practice or best current technology, they stop for a moment to congratulate their team and celebrate success. Then they get up and move forward again. Looking for the higher mountain, a better way, a more efficient technology. True leaders know that resting on past accomplishments will result in a quick drop from their leadership role.
To be a successful manager you must be a strong leader who has a vision for the future. Your job as a leader is to search for innovations, to share your thinking and get others excited and involved with new ideas or approaches. Your job is to take risks and to try new ideas. And its not enough for you to just cope with change. If you want to be a true leader, you must be a driver of change.
About me: Dan Pelley conducts training programs for supervisors in the New England states, with a concentration in Massachusetts, Connecticut and Rhode Island. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Faced with rapidly changing technologies and ever increasing customer demands, every business organization must make timely changes if it wants to maintain or improve its competitive edge. Yet most organizations are naturally resistant to change and will avoid it whenever they possibly can. Therefore companies need strong leaders who can drive the change initiatives. Leaders who can work outside of the box, revisit the way we’ve always done it, break the mold, and lead the organization to success.
Leaders are not found idling by the side of the road. Leaders are not found in the middle of the pack or lagging behind. Leaders are people who seek the top of the mountain. People who look for the best practices and the best current technologies.
When leaders reach the top of the mountain, when they find that best practice or best current technology, they stop for a moment to congratulate their team and celebrate success. Then they get up and move forward again. Looking for the higher mountain, a better way, a more efficient technology. True leaders know that resting on past accomplishments will result in a quick drop from their leadership role.
To be a successful manager you must be a strong leader who has a vision for the future. Your job as a leader is to search for innovations, to share your thinking and get others excited and involved with new ideas or approaches. Your job is to take risks and to try new ideas. And its not enough for you to just cope with change. If you want to be a true leader, you must be a driver of change.
About me: Dan Pelley conducts training programs for supervisors in the New England states, with a concentration in Massachusetts, Connecticut and Rhode Island. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Sunday, March 8, 2009
Thriving on Change
I've just updated my new "Leadership in a Changing Environment" program, recently presented at a Lincoln, RI company. In order to implement positive and productive changes, managers must be sensitive to people’s concerns, cognizant of the issues surrounding the change process, and have a solid understanding of the skills required to be an effective change agent. Each manager must also be capable of adjusting her or his leadership style so as to encourage people to welcome and support change in a spirit of cooperation and harmony.
Click to see a statement of learning objectives.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Click to see a statement of learning objectives.
About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings are a six hour seminar titled "Thriving on Change" and a sixteen hour program titled "Leadership in a Changing Environment."
Copyright © 2009 Daniel W. Pelley
All rights reserved.
All rights reserved.
Wednesday, January 21, 2009
Ready-Fire-Aim
Here I go. First day of blogging. Welcome to all who visit. While this blog focuses on first-line (supervisory) management topics, we hope that managers at all levels (and those who aspire to be managers) will find this blog to be useful as well.
So why ready-fire-aim as a first topic?
There are four ways to approach something new. One is to just hold your nose and jump in without any forethought or planning. In that case, you depend solely on luck. You may land in a bed of clover. Or you may land in a pile of stuff. Unless you're related to a leprechaun, probably not a good way to go.
Second way is to carefully research your change, structure your approach, dot your "i" and cross your "t," talk to everyone you can, sort through advice and counsel, set clear goals, develop a specific action plan, and then get on with it. Good way to go. If done right it can eliminate a lot of potential trouble. You'll be more likely to land in the bed of clover. But the process can also be time consuming. Unfortunately it also provides an excuse for procrastination. After all, it's easier to research and talk about "doing something" than actually doing it.
Third way is best described by the analogy of target shooting. No matter how much time you spend lining up a rifle shot, you'll simply never know the accuracy of your projected path until you fire a round and see where it lands. The third approach suggests you get an approximate location of your target, then go ahead fire. You're not firing blindly because you know roughly where the target is, and the result of your shot will give you feedback on your chosen path.
Fourth way is to balance approaches two and three. Research, get advice, set goals and create action plans until you're fairly certain that you know how to reach your target (ready). When you're comfortable enough to risk it, get going on it (fire). Then check results against the target, adjust the process (aim), and fire again. Continue until you hit the bulls eye (or your bed of clover).
The key to the fourth way is to be comfortable with your risk level before firing by thoroughly understanding the ratio between how well you've prepared (reward) and the potential of what you've overlooked (risk). A key part of that assessment should be a management concept called "downside risk." What's that? Visit us tomorrow. Its my next post.
So here I am on my first day and I just fired off my first post. Not totally unplanned or unprepared (I did get ready). But once I committed to having the blog, I have moved fairly quickly (and fired). What I don't know is how well I aimed. Whether or not I'm on target. If you'll respond by filling out the survey (at the top of the right hand column) and/or sending a comment, that will surely help.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
So why ready-fire-aim as a first topic?
There are four ways to approach something new. One is to just hold your nose and jump in without any forethought or planning. In that case, you depend solely on luck. You may land in a bed of clover. Or you may land in a pile of stuff. Unless you're related to a leprechaun, probably not a good way to go.
Second way is to carefully research your change, structure your approach, dot your "i" and cross your "t," talk to everyone you can, sort through advice and counsel, set clear goals, develop a specific action plan, and then get on with it. Good way to go. If done right it can eliminate a lot of potential trouble. You'll be more likely to land in the bed of clover. But the process can also be time consuming. Unfortunately it also provides an excuse for procrastination. After all, it's easier to research and talk about "doing something" than actually doing it.
Third way is best described by the analogy of target shooting. No matter how much time you spend lining up a rifle shot, you'll simply never know the accuracy of your projected path until you fire a round and see where it lands. The third approach suggests you get an approximate location of your target, then go ahead fire. You're not firing blindly because you know roughly where the target is, and the result of your shot will give you feedback on your chosen path.
Fourth way is to balance approaches two and three. Research, get advice, set goals and create action plans until you're fairly certain that you know how to reach your target (ready). When you're comfortable enough to risk it, get going on it (fire). Then check results against the target, adjust the process (aim), and fire again. Continue until you hit the bulls eye (or your bed of clover).
The key to the fourth way is to be comfortable with your risk level before firing by thoroughly understanding the ratio between how well you've prepared (reward) and the potential of what you've overlooked (risk). A key part of that assessment should be a management concept called "downside risk." What's that? Visit us tomorrow. Its my next post.
So here I am on my first day and I just fired off my first post. Not totally unplanned or unprepared (I did get ready). But once I committed to having the blog, I have moved fairly quickly (and fired). What I don't know is how well I aimed. Whether or not I'm on target. If you'll respond by filling out the survey (at the top of the right hand column) and/or sending a comment, that will surely help.
Copyright © 2009 Daniel W. Pelley
All rights reserved.
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