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コンテンツは James Laws によって提供されます。エピソード、グラフィック、ポッドキャストの説明を含むすべてのポッドキャスト コンテンツは、James Laws またはそのポッドキャスト プラットフォーム パートナーによって直接アップロードされ、提供されます。誰かがあなたの著作権で保護された作品をあなたの許可なく使用していると思われる場合は、ここで概説されているプロセスに従うことができますhttps://ja.player.fm/legal。
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Helping Your Team Navigate Change
Manage episode 303050419 series 1341557
コンテンツは James Laws によって提供されます。エピソード、グラフィック、ポッドキャストの説明を含むすべてのポッドキャスト コンテンツは、James Laws またはそのポッドキャスト プラットフォーム パートナーによって直接アップロードされ、提供されます。誰かがあなたの著作権で保護された作品をあなたの許可なく使用していると思われる場合は、ここで概説されているプロセスに従うことができますhttps://ja.player.fm/legal。
Show Notes:
- [0:00:00] Intro | Timely Topics
- The Uncertain Edition?
- Recap on Uncertainty to Action & Unknown-unknowns
- [0:02:30] How Do You Lead & Navigate Through Change?
- Acknowledging the different types and areas of uncertainty in your business:
- 1) The uncertainty you may feel as an owner/manager.
- 2) The uncertainty that your team might feel from lack of clarity and/or communication.
- "How do you handle the uncertainty you feel, and how much of that do you share with the team?"
- "How do you ensure the team has the clarity they need?"
- Living with chronic uncertainty can negatively impact anyone, literally rewiring our brains.
- This kind of stress will change the way a person thinks.
- When you convey your own uncertainty, you have to prevent simply piling on and multiplying fear.
- Transparency is always something to aim for, but some uncertainty is better held amongst the leadership.
- But this is usually a very small list of things.
- Assume the best from all parties involved.
- Transparency regarding uncertainty is always a balance.
- Maybe don't impulsively share uncertainty.
- Ruminate and consider it the unknown before sharing.
- Your team will see how leadership responds to uncertainty and typically emulate that.
- Acknowledging the different types and areas of uncertainty in your business:
- [0:09:06] You want an organization and culture where others can voice their uncertainty without repercussion or criticism.
- Even as a leader, you may think you see everything...but you don't.
- Ensure your culture is an open one.
- Survey your team to determine where their uncertainties are.
- Ask the question.
- Adoption of change looks different for everyone.
- Don't underestimate the impact of change on your team.
- "People don't struggle with the change, they struggle with the transition."
- "With all transition, there has to be a time to mourn the loss. That's what people struggle with."
- "Organizations don't always give the appropriate time for our teams to mourn and truly transition, that's why people fear change."
- "You as a leader have often had the time to process, whereas your team is just hit with one thing after the other in a transition."
- Listen to the feedback for uncertainty that you may have created in announcing change or transition.
- Always do your best to address the why.
- Allow your team to have input in how their day-to-day may change.
- When we have input, we're more likely to be okay and internalize it.
- See the change from your team's perspective.
- Intentional empathy can work wonders for your organization.
- "People don't struggle with the change, they struggle with the transition."
- Have your culture and values in place ahead of change and any transition.
- Involve the team in solutioning.
- It makes change so much smoother and easier in the long run.
- Even as a leader, you may think you see everything...but you don't.
- [0:19:54] Presenting Change
- Consider presenting change as "here are my thoughts and suggestions, think about it, and let's discuss in a few days to a week".
- Offer your input as flexible ideas that the team can influence and even improve upon.
- It's a lot easier to accept something that may be possible, but not necessarily a last-minute directive or mandate.
- Lead the conversation with the uncertainty and challenge so that everyone is immediately looking to confront this as a team.
- Time-box your idea and solution/s.
- Experiment.
- Nobody mourns the loss of an experiment.
- You have to follow through and weigh the results of the experiment.
- Failed experiments are their own successes if we learned something.
- Experiment.
- Ultimately you're trying to build resilience.
- You want a culture that is versed in experiments and can bounce back from failures with positive lessons and takeaways.
- Consider presenting change as "here are my thoughts and suggestions, think about it, and let's discuss in a few days to a week".
- [0:27:37] Parting Words
- "Business is change, there is nothing else."
- Whether we like it or not.
- Figuring out how best to change, and how to roll with the punches is vital.
- Remember, how you transition through change is what matters.
- Experiment, iterate, and move forward.
- You're either helping your team become more resilient, or more brittle.
- "Business is change, there is nothing else."
97 つのエピソード
Helping Your Team Navigate Change
Adventures in Businessing: Entrepreneurship, Small Business, and a Healthy Dose of Humor
Manage episode 303050419 series 1341557
コンテンツは James Laws によって提供されます。エピソード、グラフィック、ポッドキャストの説明を含むすべてのポッドキャスト コンテンツは、James Laws またはそのポッドキャスト プラットフォーム パートナーによって直接アップロードされ、提供されます。誰かがあなたの著作権で保護された作品をあなたの許可なく使用していると思われる場合は、ここで概説されているプロセスに従うことができますhttps://ja.player.fm/legal。
Show Notes:
- [0:00:00] Intro | Timely Topics
- The Uncertain Edition?
- Recap on Uncertainty to Action & Unknown-unknowns
- [0:02:30] How Do You Lead & Navigate Through Change?
- Acknowledging the different types and areas of uncertainty in your business:
- 1) The uncertainty you may feel as an owner/manager.
- 2) The uncertainty that your team might feel from lack of clarity and/or communication.
- "How do you handle the uncertainty you feel, and how much of that do you share with the team?"
- "How do you ensure the team has the clarity they need?"
- Living with chronic uncertainty can negatively impact anyone, literally rewiring our brains.
- This kind of stress will change the way a person thinks.
- When you convey your own uncertainty, you have to prevent simply piling on and multiplying fear.
- Transparency is always something to aim for, but some uncertainty is better held amongst the leadership.
- But this is usually a very small list of things.
- Assume the best from all parties involved.
- Transparency regarding uncertainty is always a balance.
- Maybe don't impulsively share uncertainty.
- Ruminate and consider it the unknown before sharing.
- Your team will see how leadership responds to uncertainty and typically emulate that.
- Acknowledging the different types and areas of uncertainty in your business:
- [0:09:06] You want an organization and culture where others can voice their uncertainty without repercussion or criticism.
- Even as a leader, you may think you see everything...but you don't.
- Ensure your culture is an open one.
- Survey your team to determine where their uncertainties are.
- Ask the question.
- Adoption of change looks different for everyone.
- Don't underestimate the impact of change on your team.
- "People don't struggle with the change, they struggle with the transition."
- "With all transition, there has to be a time to mourn the loss. That's what people struggle with."
- "Organizations don't always give the appropriate time for our teams to mourn and truly transition, that's why people fear change."
- "You as a leader have often had the time to process, whereas your team is just hit with one thing after the other in a transition."
- Listen to the feedback for uncertainty that you may have created in announcing change or transition.
- Always do your best to address the why.
- Allow your team to have input in how their day-to-day may change.
- When we have input, we're more likely to be okay and internalize it.
- See the change from your team's perspective.
- Intentional empathy can work wonders for your organization.
- "People don't struggle with the change, they struggle with the transition."
- Have your culture and values in place ahead of change and any transition.
- Involve the team in solutioning.
- It makes change so much smoother and easier in the long run.
- Even as a leader, you may think you see everything...but you don't.
- [0:19:54] Presenting Change
- Consider presenting change as "here are my thoughts and suggestions, think about it, and let's discuss in a few days to a week".
- Offer your input as flexible ideas that the team can influence and even improve upon.
- It's a lot easier to accept something that may be possible, but not necessarily a last-minute directive or mandate.
- Lead the conversation with the uncertainty and challenge so that everyone is immediately looking to confront this as a team.
- Time-box your idea and solution/s.
- Experiment.
- Nobody mourns the loss of an experiment.
- You have to follow through and weigh the results of the experiment.
- Failed experiments are their own successes if we learned something.
- Experiment.
- Ultimately you're trying to build resilience.
- You want a culture that is versed in experiments and can bounce back from failures with positive lessons and takeaways.
- Consider presenting change as "here are my thoughts and suggestions, think about it, and let's discuss in a few days to a week".
- [0:27:37] Parting Words
- "Business is change, there is nothing else."
- Whether we like it or not.
- Figuring out how best to change, and how to roll with the punches is vital.
- Remember, how you transition through change is what matters.
- Experiment, iterate, and move forward.
- You're either helping your team become more resilient, or more brittle.
- "Business is change, there is nothing else."
97 つのエピソード
すべてのエピソード
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