I spend a lot of time talking to organizational leaders about how to lead/manage organizational level change, but rarely have I been asked to talk about how individuals can flourish in times of change. One organization recently asked me to speak to this topic at a large gathering of employees.
So I wondered…How would a Minimalist Manager thrive during times of change? How can we best respond to change in order to flourish? How can a leader/manager help their people to behave in such a way that they might thrive vs. suffer?
I turned to A Bill of Rights For Work and Beyond for inspiration. I believe there are three key things that we must do to thrive in times of change. We should self-lead using these tactics and leaders/managers should make sure their people are utilizing these tactics as well.
The overarching theme for these three tactics is that change MUST be experienced through a lens of positivity if we are going to remain motivated. This can certainly be difficult sometimes, but it is crucial that we find the positive in the change.
First and foremost, in order for us to experience change POSITIVELY we need to find meaning behind change. Change must never feel like change for change sake. There is enough randomness in our lives; in order to be motivated we must understand WHY. We need to reflect until we can find a clear why that is motivating to us and to those around us. To do this we often need to think about how what we do influences the bigger picture. We often forget how faithful execution of our tasks improves our children’s return to school, our team’s performance, or our favorite not-for-profit’s big event. We need to remind ourselves, and those around us, frequently. We need to make sure we can articulate the why behind each task that we undertake for ourselves and others.
Second, we need to build a PERFORMANCE CONTEXT that facilitates success in the new activity or setting. To do this we need clarity of task and purpose. This requires that we create clearly defined tasks that lead to progress toward the new goal(s). We must step back and evaluate which behaviors truly lead to meaningful outcomes. To create a performance context it is also important that we make sure everyone has what they need to be successful. This does not mean we spend money on whatever we think might be nice to have; it means we determine what is necessary and then make sure we are equipped and trained/coached to execute. We often become quickly frustrated when we don’t clearly see how we can succeed. So whether it is helping our kids succeed in a new activity or helping ourselves master the new software package. We need to design our context for success.
Third, we need to PARTY LIKE IT’S 2039 (insert your own arbitrary futuristic and fun year here). As we transition to the new we need tangible reminders that what we are doing is valuable and that we are succeeding. In the context of self-leadership we need to remember to do this for ourselves. Complete a new task successfully for a week…splurge on a nice bottle of wine or scotch and say a toast to your success. Cheers! Child delivers a face melting guitar solo…Pop Rocks all around.
If we can ensure that we are moving through times of change utilizing these tactics I believe we will experience change as positive and motivating vs. painful and fatiguing. Change is unavoidable! How do you plan to experience it?