[MUSIC] Hey there, there's one last thing I want to talk with you about as you're considering milestone two and rolling out your coaching practice and agenda. And that's coaching people through organizational change. I mean, rolling out a coaching practice in an organization. Where that sort of a foreign concept, it's kind of a big change, right? In this video, we'll discuss a few strategies for you to consider as you help your organization through this or any other change. I'll tell you what, I honestly think I spend half my talking about this with my clients or my organizational partners. Not just individual one on one clients. We can not hide from change, it is not possible to get away from it anymore. I think that you know when years gone by, change came and it would freak everybody out. You know I am old enough to speak to like Y2K, right? For those of you who were out there when we were switching over in the 2000s and everybody thought that things were going to be crazy. And there was such an investment in change management but since that time it seems like you can go more than six months without some sort of significant change. Whether it's technology or product change or staffing change or leadership change or industry change. If you're in a global business, which most of us are even if we don't think we are, things happening all over the world are influencing the work that we do every day. And so we have to recognize as managers that when we sign up to be the boss, we really are signing up to have an influence over our team and help them through and manage change. So there's a few key elements to remember as it relates to dealing with change as a manager. The first one is that we have to remember what happens to people when they hear about change. When we tell someone that we're getting a new phone system. When we tell someone we're moving people's desks. When we tell someone that we have a new director or manager for the team, or we're going to try this coaching thing The first thing that people do is they make it mean something for themselves, so they immediately ask "What does this mean to me?" in their mind, and they have all sorts of answers. And unfortunately, for whatever reason, we make many of those reasons not be very good. That's a psychological class I don't have capacity in or understanding in so I don't profess to be an expert, but I can just tell you from experience that when people experience change they immediately assume things aren't going to be great, which is so fascinating, right? Because we could totally assume everything's going to be amazing but we don't, which is so interesting to me. So we want to remember that change occurs. Which if we think about the thought model, that's our circumstance, right? Some sort of change happens. We define change in our mind. How we define it influences how we feel. How we feel Feel influences how we behave, how we behave influences the results we get, right? So as a manager, the key for you is to recognize that if you manage ten people and you roll out a new system for example, they're all going to experience it differently. And the reason they're going to experience it differently is because of their experience, and the way that they think. And so if truly want to help people move or change you have to connect with their own thinking first. And unfortunately, what happens in a lot of work organizations is we just think we should tell everybody why so great for the organization [LAUGH]. Now we have this new system and then everybody will think it's amazing, but they don't. If it changes my key strokes if it changes how long it takes me to process something. If it's hard to understand I will be focused on that. I don't really care how much the company wants me to be on board because I don't like it as a person who has to use it and I will stay in resistance. What happens when we stay in resistance is we don't move forward. We don't look for solution and we don't get creative we just focus on the problem and as long as we continue to focus on the problem, we don't solve it, right? We don't move through change. So I think the key for managers in dealing with change is that you have to really get what's happening and why people are struggling with the change and the proposed change. We think people struggle because of the change itself, that is the new technology, the new program, the new manager, the new location. But really the reason that people are experiencing change and because they're in resistance is what they are thinking. They're stuck in resisting a circumstance but they're thinking is what's driving the resistance to the change. They think it's the change. It's really just their thoughts about it. So if you can connect with that, you can help people move through. Now one of the other things I've done with several managers that I've worked with, is when we go through organizational change. We have to expect that there will be what I call a period of time where people have a tantrum. [LAUGH] And I know that's a little simplistic but that's kind of how I imagined it, I mean, people just lose their minds and they argue and they gossip. And I think depending on the significance of the organizational change, we have to sort of establish a reasonable amount of time that people will just kind of rail around and resist, right? It's just part of the human process of learning and how to adapt and accept change. But we need to put some parameters around that, as a leadership team. So often times what I might say is you know what I know this is new. I know this is going to create some challenges for us, we've got to work through it, we've got to talk to each other, please know that I'm here. I'm happy to listen but please know within the next 90 days so by let's say November 1st, we're moving forward. We're not going to continue to entertain why it doesn't work, because of the tear and we have to make it work. But for the next 90 days let's fashioned out, let's really get through it, let's talk about it. But come November 1, we've got a rock and roll, we've going to move Forward, okay? And they think that can be very powerful as a leader to establish an expectation that yes, I understand it's challenging, yes, I get it, but here is my expectation. I'm going to indulge and help you through the next 90 days, but once we hit that day, that November 1st or whatever the mark is, my expectation is that we're done. We've got to move forward, okay? So understanding that when we go through organisation change people define change in their own mind. If you want to help people move through change you have to help them think differently and you have to first know what they are thinking, right? Then we have to understand that resistance is a normal part of the process but we don't want to get stuck there because when we get stuck in resistance, we get stuck from the problem an not the solution, and it's amazing to watch how people feed problems. And you typically know someone's in resistance or feeding a problem because they say a lot of things like, yeah, but, or. Yeah, but I dadadadada or I hear what you're saying, but bla bla bla bla bla", or they say should or shouldn't all the time. That shouldn't have happened, that should have happen, they shouldn't have done it this way, they should have done it that way. Okay, but they didn't, so we need to move forward, right? But should and shouldn't tend to be pretty indicative of someone who's stuck in resistance. And then finally we want to o make sure that when we go through change we let people know we are sympathetic to the challenges. We recognize it's going to be a process to adjust, but that we also put a bubble around that, that helps people know, this is how change is going to go. I'm really going to create a space for you to work through the change but then I'm also going to create an expectation that you will move forward on whatever timing makes sense for the organization and for you and for your team. So keep that in mind. Change is a big deal. Change is happening all the time and your ability as a manager to help people move through change, I honestly believe, is one of the most critical skills for people who manage people right now. We cannot Be ineffective at managing change anymore. It just isn't going to work. And so if you're a manager and you tend to get stuck you're going to have to work through that because being stuck and being part of the problem as a manager is twice or three times as negatively impactful on an organization than a staff member who's resistant to change and unable to move forward. Change is part of managing in this workplace today, there is no way to avoid it. So hopefully you've gotten a couple of things out of this video to recognize some things you can do to help others, move through change, and help yourself maybe a little bit as well. Consider these as you're working through your assignments for milestone two.
