A Different Approach to New Year’s Resolutions

Happy New Year!

Have you made any New Year’s resolutions? I have. Research shows people who make New Year’s resolutions are 10 times more likely to meet their goals than people who don’t make resolutions.*

I used to write one or two goals statements because for me a New Year’s resolution was simply a goal I wanted to achieve for that year. Now I do it a little bit differently. Instead of writing one or two goal statements I think backwards and then create a four-word framework.

For several years I have been using a similar technique (the three words exercise) to help leaders understand the boundaries of the Whitespace when embarking on change. This (three-word) technique is a powerful tool for defining and understanding the full scope of any change initiative. However, until last year I had never thought about adapting the technique for my New Year’s Resolutions. The four-word framework provided a useful way of moving forward while accounting for the existing demands of my daily life and operational environment.

Using the framework gave me more flexibility. I was also able to respond better to new opportunities, and I could re-frame challenges more quickly to help me achieve my intended outcome.

One of the words in my 2015 framework was “learn”. The word represented professional and personal learning that I wanted to accomplish last year. It also guided the way I interacted with the world and reminded me to be open to new learning opportunities. I met my professional learning goals (e.g. WordPress), and opened up new learning opportunities for clients (e.g. The Executive Change Leader Course). I also learned in unexpected ways. For example, I learned and continue to learn different leadership skills as I work with a new (millennial) team member. I also learned more about writing, editing, and myself than I would have imagined when I published my first book.

Three Steps to Creating Your Four-Word New Year’s Resolution Framework

Just picking four words won’t give you a useful framework. Think about it like building a house, before you can frame the house you need to know what type of house you are building. Similarly, before you pick the four words that will define your framework you need an intended outcome. Here are three steps for using the four words technique to create or guide your New Year’s resolutions for 2016:

1. Allocate some time to reflect.  Ask, What does your life look and feel like on December 31, 2016? Be clear, concrete, and concise. Write down your responses. This is your intended outcome.

2. Work backwards from your outcome. Keeping your outcome in mind, ask, what activities, behaviours or other aspects of my life are different in the outcome I envision from where I am today?

3. Choose four words that best represent, for you, your intended outcome. Write them down and keep them somewhere you can see them. (I keep mine posted above my keyboard).

Again this year, I have chosen four words that will provide the framework for my 2016 intended outcome. I am looking forward to filling in the framework and achieving my 2016 outcome.

Have you made any New Year’s Resolutions?

Wishing you success and happiness in 2016.

Dr. Dawn-Marie Turner

Helping you turn change from a liability to an asset.

Is your organization change cynical or change-innovative?

Change-Innovative or Change Cynical?

In my book “Launch Lead Live: The Executive’s Guide to Preventing Resistance and Succeeding with Organizational Change,” I explore two types of organizations when it comes to change.  The first type of organization is the change-innovative and the second is cynical.

The difference between the change-innovative and the cynical organization

There are significant differences between the change-innovative and the cynical organization. One very important difference is the employees’ view of change. Employees of a change-innovative organization don’t feel a loss of control, nor are they stressed or overwhelmed by change.[1] They are able to move easily through a change with minimal disruption to their daily operation.

Employees of a cynical organization struggle with change. Their focus is on maintaining the current state. Leaders of a cynical organization experience high levels of negativity and skepticism when change is announced.

Another difference between the two types of organizations is their capacity for change. Organizational change capacity is your organization’s ability to implement a single change while maintaining your daily operation and not compromising future change processes.[2] It is critical for successful and sustainable change.

Unlike the change-innovative organization, which has a high level of change capacity, the cynical organization’s change capacity is low. A low level of change capacity creates two problems for the organization. First, the current change being implemented is unlikely to succeed. Second, organizations with low levels of change capacity experience greater disruption to their operation during change. The end result–their ability to implement future changes successfully is reduced.

Every change you implement needs to set your organization up to be successful for the next change. Organizations with high levels of change capacity become stronger, more competitive, and productive with each change they make. Conversely, organizations with low levels of change capacity become weaker, less productive, and employees view each new change with skepticism.

If you’re thinking your organization is more cynical than change-innovative, don’t despair. You can overcome your organization’s negative response to change and create a change-ready organization.

Three things you can do to build a change-innovative organization

Building a change-ready organization takes time. You won’t build a change-innovative organization with one change initiative, but it does start with one change, regardless of its size. Here are three things that can help your organization to become a change-innovative organization:

1. Stop managing resistance and start building people readiness

Readiness is more than just the absence of resistance. “People readiness is the willingness, and the ability of a person to engage in the activities and behaviours necessary for the change to be implemented.”[3] Building readiness requires more of you as a leader, than simply managing resistance. However, it will provide a much greater return on your investment than managing resistance.

2. Adopt a change-recipient centric approach to organizational change

Taking a change-recipient centric approach means that instead of the people affected by the change being passive recipients of the event, they become active participants in creating the desired outcome. Research has demonstrated that although this approach is the least used, it is the most effective.[4]

3. Ensure you have allocated enough time for both dimensions of your change.

Two different but related dimensions define every change, the Event and the Whitespace. If you picture change as an iceberg the Event is the portion of the iceberg above the waterline. The Whitespace is the portion below the waterline.

Similar to an iceberg, the Whitespace of change is  bigger, more complex, and takes longer than the Event. However, like the ship’s captain, your success depends on your ability to understand, and navigate its complexity. One of the first things to do when planning for change is to assess the time needed for people to move through the Whitespace. Then ensure you have the activities needed to support their journey.

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1. Bennebroek Gravenhorst, K. M., Werkman, R., & Boonstra, J. (2003). The Change Capacity of Organizations: General assessment and five configurations. Journal of Applied Psychology, 52(1), 83-105.

2. Meyer, C., & Stensaker, I. (2006). Developing capacity for change. Journal of Change Management, 6(2), 217-231.

3. Turner, D. M. (2015). Launch Lead Live: The executive’s guide to preventing resistance and succeeding with organizational change. Saskatchewan: YNYP.

4. Nutt, P. (1998). Leverage, Resistance and the Success of Implementation Approaches. Journal of Management Studies, 35(2), 213-240.

Help! Our Change Champion Has Stopped Championing

What does a change management team do when the “champions” of the change stop championing?

A participant at a workshop asked me this question. The change management team was frustrated because the leaders who launched the change initiative had stopped championing it. Yet, they were still expected to implement the change.

I have been asked this or a similar question many times. The message I receive is always the same—the change management or project team feels abandoned by the change sponsor. Once this feeling emerges the team starts to question how they can successfully implement the change, or even why they should continue when it appears the change sponsor is not supporting the change.

When this happens both the specific change initiative, and your organization’s success with future changes is at risk.

Read more

10 Reasons Organizational Change is Like a Marathon

This Sunday, in Winnipeg, thousands of people will participate in the Manitoba Marathon. Congratulations to everyone who will be running. It takes determination, courage, and commitment to run a marathon. Organizational change can be like running a marathon. 

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My top ten reasons why organizational change is like a marathon:

  1. You are doubtful in the beginning, excited at the start line, exhausted in the middle, and really (and I mean really) proud when you cross the finish line.
  2. It can destroy you if you haven’t prepared properly, but when you are prepared it can build your capacity for even greater accomplishments.
  3. It is as much a mental and emotional endeavor as it is physical.
  4. It requires involvement; no one can run the race for someone else and have them receive the benefits.
  5. You need the commitment to persevere. Buy-in isn’t enough to get you through race.
  6. How quickly you recover after the race depends on how well you prepared before the race.
  7. Celebrating your success is part of the process.
  8. You can only complete the race at the speed of your own readiness and ability.
  9. Support and encouragement along the route can make the difference between quitting or completing.
  10. You can only successfully complete one race at a time.

Regards,

Dr. Dawn-Marie Turner

Helping you launch, lead and live change more successfully.

Organizational Change at Rosings Park

Every summer I make time to read at least one novel. This summer I chose Diane Morris’s Rosings Park.

In the interest of full disclosure, Diane Morris has been my dearest friend for over 20 years. She is an accomplished technical writer and has published two university textbooks and numerous articles and other papers on nutrition. I was thrilled when I received a copy of her first novel, Rosings Park. I just knew it was going to be a great story. What I didn’t expect was to get a lesson in organizational change. Read more