How to Lead Change on Your Team
I made a remarkable scientific discovery in the fifth grade. Actually I did not discover the principle: I just became aware of it. I was playing with two magnets, watching them attract each other when it happened. I turned them around and voila! …they repelled one another.
I know this is not “earth shattering” information. Most of us know about the attracting and repelling polls of a magnet but if this is new information then give it a try and have a little fun.
Usually there are also two distinct groups of people in any organization when it comes to change…those who are attracted to it and those who are repelled by it. Ironically, you need both groups. The objective is to know how to connect, unite and activate them as a team.
You want to bring about change without polarizing your team. Change by its sheer nature causes some to step back – testing the idea – while others enthusiastically embrace it. Remember, you need both groups and the challenge is to leverage off each group’s strength.
The first group cautiously examining new ideas is made up of what I call Anchor Leaders. They contribute to the process by reminding you of the foundational message while helping update methods. I refer to the second group as the Animated Leaders. Their enthusiasm plays a strategic role, giving ideas energy and creativity.
Let’s examine three guidelines for Leading Change on Your Team in order to contribute to productivity but also maintain harmony:
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- Allow both groups to express ideas and concerns.
- Facilitate open discussion and communication.
- Unite
- Massage the ideas or concerns into one strategic plan.
- Clarify guidelines and responsibilities for each person.
- Activate
- Utilize personal gift-mix in assigning stewardship of the ideas or projects.
- Promote individual creativity and expression.
This process will require an investment of time and energy, but it is exciting to lead change without polarizing people. Learning to attract people to an idea or project is a core criterion of leadership.
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Mike, you make it sound so simple, lol! I wonder what you would say about this topic if it were sliced in a few different ways. For example, is what you wrote any different in a situation where you only want a slight change in direction, a mere “veer right” so to speak, as opposed to a situation where the team is under water and going down fast, and a total 180 degree change is needed?
Or, would what you wrote be any different if you were trying to lead change “up” in your organization, or even amongst peers, as opposed to only the people who work directly for you?
Thank you again for shedding light on this issue that needs immense wisdom.
Randy, there is nothing simple about leading change up or down the chain of influence. Communication, cooperation, and common purpose are always the grease that will keep the wheels moving. If you do not have these on the part of the team or the group then someone has to take the initiative to be an influence for change which is a risk. That person has to be willing to be vulnerable leading by example. It does not matter the direction, the whole of the team and the purpose have to be greater than personal agendas. Change is not an option…
Perhaps you saw the quote on my twitter this past week from my friend Dr Jay Strack. Jay said, “If you don’t like change, how do you think you are going to like not being relevant?”
Yes, I did see that quote, and it is truthfully states. Thanks again for the wisdom. It seems that this is a fresh reminder that there are days when real courage is needed to lead, especially when leading change.