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Why organizations fear change |
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Workplace Issues
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By Bob Weinstein
After decades of probing the elusive concept of change, experts agree about one thing: Organizations must change or else they’ll perish. And that change involves the entire organization. Yet, the biggest stumbling block is implementing it. This is where the change issue gets sticky, because the pundits have yet to come up with template-type solutions for making it happen.
Researchers at the Wharton School of the University of Pennsylvania found that only about 20 per cent to 50 per cent of major corporate re-engineering projects at Fortune 1000 companies have been successful. “Mergers and acquisitions fail between 40 and 80 per cent of the time,” they say.
New spin on timeless concept
A white paper by Arlington, VA-based management consulting company ESI International put a new spin on the topic of change, especially the stumbling blocks to successful implementation. A few of the results and conclusions of the study are valuable for both companies and career-builders – especially during slow economies and rising unemployment. While most people and organizations acknowledge the importance of change, they still don’t understand the change process or why it’s so difficult to internalize.
ESI researchers explained that organizations understand that change involves the following three elements:
1. Process. Organizational business processes can be defined by policies, procedures and rules that explain in great detail how work is performed and how goals are reached. Processes are constantly tweaked, redesigned and realigned as new ways are discovered to create products or services and better meet customers’ needs. The ongoing need to perfect business processes spurs the adoption of new technology.
2. Technology. Logically, new and better technology leads to organizational efficiencies for successfully implementing change. It’s a way to assimilate, analyze and process information and data quickly and accurately. Essential to any change process is a plan for executing change.
3. People. While some organizations have perfected the processes and technologies for implementing change, they’ve often failed to understand the people dynamic in making change happen. It’s as basic as the fact that while people can understand the processes and technologies that drive change, in order to successfully implement it, they must accept and buy into the need for change. As the ESI researchers put it, “An organization cannot begin to introduce change unless its people understand and support the reasons driving the change.”
Change management defined
The ESI study draws some interesting conclusions. Change management is a cyclic process consisting of three phrases: 1. Identifying the change; 2. Engaging the people; and 3. Implementing the change.
But the snafu preventing change, according to the ESI study, lies in the critical first phase: identifying it. Say ESI researchers, “Organizations often fail to identify and communicate the need for change in a way that is understood and embraced by people working at all levels of an organization.” That is not a startling revelation. The eye-opener is that managers fail to consider how a change may be received “on an intellectual, emotional and, most significantly, on physiological/neurological levels by the people it will impact the most.”
Change’s impact on mind and body
Change triggers fear and stress, creating a complex physiological/neurological reaction, according to the ESI study. Here’s what happens:
The pre-frontal cortex region of the brain receives the transmission through one or more of the physical senses.
The pre-frontal cortex compares the new condition with the current condition by accessing another region of the brain, the basal ganglia, which stores the data we receive and contains the wiring for the habits we have.
If a difference between the new condition and the existing condition is detected, an error signal is produced and sent throughout the brain.
The error signal is received by another part of the brain that tells us to be wary of danger.
The brain sounds a warning alarm, which triggers the emotion of fear.
The new condition is resisted by the pre-frontal cortex, which causes the person to back off and be wary.
Tips for coping with change
Knowing that change triggers this complex response, ESI advises organizations to take the following two steps:
1. Get people’s attention. Rather than not deal with or avoid change, get people to address it by discussing it and asking questions. The goal is to understand and internalize its urgency.
2. Align disturbances. The ESI pundits say that a neurological disturbance “is a conflict between a person’s current mental model (the way they did or thought about things before the change concept was introduced) and what needs to be learned (the mental map) to operate in a changed state.” To align the disturbance, organizations have to create a common ground between their current model (the old way of doing things) and the model that’s needed to operate in the new or changed model.
SOURCE: Troy Media
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Tips for terminating employees with dignity |
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Workplace Issues
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By Bob Weinstein
Most managers, regardless of level, handle the uncomfortable task of terminating employees badly.
The biggest mistake managers make is terminating them in a harsh, unkind and insensitive way. The manner in which employees are fired often fuels lawsuits. Right or wrong, if employees feel that they are being unfairly treated, they perceive it as grounds for a lawsuit.
A study conducted by Ohio State University, funded by the National Science Foundation and the American Bar Foundation, found that almost 15 per cent of employees who felt they were treated badly when fired filed suits against their employers, as opposed to only 0.4 per cent of employees who were treated with dignity and respect at the time of their dismissal.
Don’t botch it
The reason most managers often botch the termination process is because they’re winging it. Unless they have the luxury of seasoned human resource specialists to guide them through the process, they’re likely to either say inappropriate things or fail to handle it expediently and professionally.
Here are several tips that can take some of the angst and pain out of termination.
Think carefully beforehand about what to say. The bad news ought to be delivered quickly, professionally and sensitively. To ensure that it goes smoothly, jot down notes beforehand so that important points are covered.
Don’t let it be a surprise. If employees are fired because of poor performance, the moment of termination should not be the first time that they’ve heard about it, says Paul Facella, a former McDonald’s senior executive and now CEO of Inside Management, a Lynbrook, NY-based management consulting firm. “Managers should have documentation proving that the employees received prior notice of sub-par performance at prior previous performance appraisals, and were given opportunities to improve,” he explains.
If the reason for termination is a downsizing and cost cutting or production cutbacks due to drastically reduced revenues, employees ought to be given prior warning so that they can start looking for another job.
Be honest and direct and don’t beat around the bush. Explain what’s happening in plain English. Don’t attempt to soften the blow and fall back on corporate double-speak and jargon. That’s a cop-out for not have the guts and the emotional strength to lay out the unadorned facts.
As hard as it is being the bearer of bad news, put yourself in terminated employee’s shoes. As tough as it is hearing bad news, wouldn’t you want the facts spelled out honestly, without being cushioned by corporate double-speak and gobbledygook? Terminated employees respect managers who simply tell it like it is, without rationalizing or justifying their actions.
Do it in person and in private. Never fire an employee by pink slip, email or by phone, cautions Facella. Make an appointment with the employee and do it in private. “It’s preferable to fire employees in their offices or in a neutral space such as a conference room so they can remain behind and compose themselves before rejoining coworkers,” he advises. “Allow terminated employee time to digest the information and respond. Encourage questions.”
“Termination meetings should provide terminated employees with important documentation such as date of separation, benefits, if any, and what the separated employees are entitled to,” adds John Agno, president of Signature, Inc., an executive coaching firm in Ann Arbor, MI.
“Within legal bounds, explain to terminated employees as much as permitted,” says Facella. “It’s important to tell to fill them in within limitation and to respect their intelligence.”
Show compassion. Be honest, adds Facella. Losing a job is as devastating as death and divorce for many people, according to psychologists. “Give terminated employees constructive feedback that will be helpful to them in their next positions,” says Facella.
Avoid a clinical approach. Many managers take a cold, clinical approach, fearing they’ll be sued for saying the wrong thing. Being too cautious makes managers seem heartless. Don’t lose sight of what’s happening: Suddenly an employee is losing a weekly income that supports him and possibly a family, not to mention paying a mountain of bills that ensure a decent standard of living. In the space of 15 minutes a person is thrown into a tailspin.
Don’t try to remove human emotions and feelings from the termination process. Managers should flip the situation and put themselves in their employees’ shoes. That’s guaranteed to humanize the uncomfortable situation.
Don’t let things get personal. It’s reasonable to assume that employees will be upset. Be prepared for an emotional reaction such as anger, hostility or disbelief.
Do not discuss other employees’ situations. The tough part about termination is deciding who goes and who remains. Naturally, terminated employees will immediately wonder which employees remained and why. And they might understandably ask about the status of other employees. If asked, politely respond that it’s not an issue that can be discussed. By talking about other employees, managers enter a minefield, raising questions of fairness.
Part kindly: Help employees move on. No matter how diplomatically managers terminate employees, it will always be a difficult process. Beyond doing it in a professional, thoughtful and elegant way, try to help employees make a smooth transition to new jobs. Try to give them at least two weeks’ notice so they can begin to put out feelers for new positions. If an employee’s work performance was above average or excellent, provide a letter of recommendation and assistance and guidance in finding a new job. It not only benefits employees, but it makes managers feel better about themselves.
How to avoid lawsuits
Keep records and documentation of each employee’s employment record. It ought to have dates of performance reviews, detailed evaluations, promotions, pay raises and bonuses. Most important, there must be a concise explanation of the reasons for termination. The official record should only contain facts and dates, rather than supposition, interpretation or opinion.
SOURCE: Troy Media
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10 body language mistakes women leaders make |
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Workplace Issues
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By Dr. Carol Kinsey Goman
There are two sets of body language cues that followers look for in leaders: warmth (empathy, likeability, caring) and authority (power, credibility, status). Although I know several leaders of both sexes who do not fit the stereotypes, I’ve also observed that gender differences in body language most often do align with these two groupings. Women are the champions in the warmth and empathy arena, but lose out with power and authority cues.
All leaders are judged by their body language. If a female wants to be perceived as powerful, credible, and confident, she has to be aware of the nonverbal signals she’s sending. There are a number of behaviors I’ve seen women unknowingly employ that reduce their authority by denoting vulnerability or submission. Here are 10 body language mistakes that women leaders commonly make.
1) They use too many head tilts. Head tilting is a signal that someone is listening and involved — and a particularly feminine gesture. Head tilts can be very positive cues, but they are also subconsciously processed as submission signals. Women who want to project power and authority should keep their heads straight up in a more neutral position.
2) They physically condense. One way that status is nonverbally demonstrated in a business meeting is by physically taking up room. Lower-status, less-confident men (and most women) tend to pull in their bodies and minimize their size, while high status males expand and take up space. So at your next meeting, spread out your belongings and claim your turf!
3) They act girlish. Everyone uses pacifying gestures when under stress. They rub their hands together, grab their upper arms, and touch their necks. But women are viewed as much less powerful when they pacify with girlish behaviors (twirling hair, playing with jewelry, or biting a finger.)
4) They smile excessively. While smiling can be a powerful and positive nonverbal cue – especially for signalling likeability and friendliness – women should be aware that, when excessive or inappropriate, smiling can also be confusing and a credibility robber. This is especially true if you smile while discussing a serious subject, expressing anger, or giving negative feedback.
5) They nod too much. When a man nods, it means he agrees. When a woman nods, it means she agrees – or is listening to, empathizing with, or encouraging the speaker to continue. This excessive head nodding can make females look like a bobble-head doll. Constant head nodding can express encouragement and engagement, but not authority and power.
6) They speak “up.” Women’s voices often rise at the ends of sentences as if they’re asking a question or asking for approval. When stating your opinion, be sure to use the authoritative arc, in which your voice starts on one note, rises in pitch through the sentence and drops back down at the end.
7) They wait their turn. In negotiations, men talk more than women and interrupt more frequently. One perspective on the value of speaking up comes from former US Secretary of State Madeleine Albright, who – when asked what advice she had for up-and-coming professional women – replied, “Learn to interrupt.”
8) They are overly expressive. While a certain amount of movement and animation adds passion and meaning to a message, women who express the entire spectrum of emotions often overwhelm their audience (especially if the audience is comprised primarily of males). So in situations where you want to maximize your authority – minimize your movements. When you appear calm and contained, you look more powerful.
9) They have a delicate handshake. Women with a weak handshake are judged to be passive and less confident. So take the time to cultivate your “professional shake.” Keep your body squared off to the other person — facing him or her fully. Make sure you have palm-to-palm contact and that the web of your hand (the skin between you thumb and first finger) touches the web of the other person’s. And, most of all, remember to shake hands firmly.
10. They flirt. Women gain likeability, but lose the competitive advantage in a negotiation when they flirt. In a University of California Berkeley study female actors play the roles of sellers of a biotech business. Half were told to project a no-nonsense, business approach. Half were instructed to flirt (using the nonverbal behaviors of smiling, leaning forward suggestively, tossing their hair, etc.) – but to do so subtly. The outcome was that the “buyers” offered the flirts (dubbed “likeable losers”) 20 per cent less, on average, than what they offered the more straitlaced sellers.
Carol Kinsey Goman, Ph.D., is an international keynote speaker, executive coach, and management consultant. Author of THE NONVERBAL ADVANTAGE - Secrets and Science of Body Language at Work, Carol’s new book, THE SILENT LANDUGAE OF LEADERS will be published by Jossey-Bass in the spring of 2011.For information contact Carol by phone: 510-526-1727, email: CGoman@CKG.com, or through her web sites: www.CKG.com and www.NonverbalAdvantage.com
SOURCE: Troy Media
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Why Mondays are universally hated |
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Workplace Issues
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By Bob Weinstein
For decades, Monday has been considered the worst day of the week. But is it really?
Brace yourself for the startling truth.
Yes it is. Putting aside the feel-good psychobabble from the affirmation peddlers, there are three good reasons for hating Monday:
1. Hate job. Many North Americans hate their job. Fewer than half say they are satisfied, according to a survey conducted by market information company The Conference Board. The trend is strongest among workers under the age of 25, with less than 39 per cent reporting that they are satisfied with their job. Workers age 45 to 54 have the second lowest levels of satisfaction. (However, The Conference Board survey also found that nearly half of all workers over 55 say they are satisfied with their job.)
2. Vacation ends. If just back from an incredible vacation, free of schedules, deadlines, projects, pressure and getting up early, that first day back at work – Monday – can be a depressing shock.
3. Weekend is over. The most common reason for hating Monday is that it follows two days of freedom and fun. For most, however, that’s sheer fantasy. Whether single or have family responsibilities, the weekend is chore time – cleaning, shopping, fixing and buying.
So weekends are not all they’re cracked up to be. Still, there are plenty of moments where you can hang back to do whatever you want, which makes Monday a shock that’s difficult to deal with.
Rest of week nothing to rave about either
While Mondays get the brunt of the scorn, the next three days are far from utopian. Here’s why:
Tuesday. It’s commonly called “Terrible Tuesday.” It’s considered better than Monday, but there’s still four more days of torturous work to endure.
Wednesday can be likened to crossing a moat. If you’re a positive person, you’ve programmed yourself to think: “Things are getting better. After today, I’m in the home stretch. Just two days left.” If you’re a negative type, however, the thinking goes, “It’s only Wednesday; three days more of the grind.”
Thursdays. Things aren’t perfect, but they’re looking up, because tomorrow is Friday, the last day of the week. So maybe it’s worth putting in a decent day’s work.
Friday. It’s still considered “casual Friday,” which means no suits, ties or formal business attire. But when many companies realized that productivity had fallen sharply on Friday, they changed the dress code and made it a little less casual. Still, whatever the dress code, Friday is still considered the best day of the week. Hence the acronym TGIF – Thank God it’s Friday.
Fast-trackers love Mondays
While the working stiffs of the world loathe Monday, the movers-and-shakers, the high-performance, nothing-is-impossible-super achievers have a different take on Monday.
Ashley Blair, a psychotherapist of Counseling Services in Bryn Mawr, Pa., says we’re making too much of Monday as the worst day of the week. And the same goes for the rest of the week as well. Blair contends that the Monday anxiety may be due to the bad reputation the day has gotten. While most people have been conditioned to think that Monday is the worst day of the week, there are thousands of people who look forward to it because they love their job. That undeniable fact blows the stereotype to smithereens.
What about all the obsessive workaholics whose lives revolve around their jobs? A weekend, holiday or vacation means a break in the work routine, a shifting of rhythms, which is very uncomfortable for them to deal with. Work, on the other hand, provides continuous stimulation, structure, limits and challenges; and if you’re a power-hungry executive, project manager or team leader with authority over others, the constant propellant is a clear sense of purpose. Put all these factors together and work translates to a haven, a sanctuary, a place where things are accomplished and recognition are achieved.
Three tips for kicking the Monday blues
Even if you love your job, Monday may still be a tough day to grapple with, simply because it means you have to shift from relaxation mode to work mode. Career coach Jeff Garton offers three tips for changing the way you feel about Monday.
Tip 1: Pay attention to thoughts and feelings. It’s impossible to catch all the thousands of thoughts that pass through your mind each day, so focus on the first ones that pop into your head. They usually predict the worst and incorporate a “can’t do” or “shouldn’t do” message. See them for what they are: unfounded and irrational. Typically, they’re the result of negative conditioning and have little or nothing to do with reality. Think carefully about these negative thoughts. Once you realize that they’re not based on anything real, they’ll disappear in time.
Tip 2: Obliterate negative feelings. If negative feelings surface, such as This won’t work; they won’t like me; this is a waste of time; this will make me look stupid; I hate doing this; or I’m going to screw this up - challenge the thought by coming up with an alternative positive feeling. For example, This is going to work; I can do this; it’s worked before, so it will work again; or This can’t stop me. Thus, you are controlling your thoughts instead of letting them control you.
Tip 3: Relish positive emotion. Take the new emotion you’ve created with the new thought (joy, excitement, enthusiasm, confidence, etc.) and savor the pleasant feeling.
If you actually believe everything you’ve just read, you’re well on your way to changing the way you think.
SOURCE: Troy Media
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