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Many strategies never get off the ground because leaders fail to manage the people side of change. We'll all been involved in these disasters. A communication company trains leaders to be innovative but continues to blame innovators for mistakes. A computer manufacturer buys expensive equipment but employees won't use it.

We leap from project to project -enchanted at first, then disappointed. Instead of finding the source of the problem, we search for a new project. These symptoms indicate trouble ahead:

Top-level leaders:

• Underestimate the changes needed
• Have nagging doubts but fail to speak up
• Fail to communicate why the change is needed.

Middle managers:

• Lack enthusiasm for the change.
• Fail to make the change a priority.
• Neglect communication to employees.

Employees:

• Feel left in the dark.
• Are skeptical and mistrustful.
• Suspect management's motives.

Address emotional concerns

Regardless of how positive the change, individual affected by the change will have concerns about it. Silent concerns steal energy away from what needs to be done. Reactions always center around these issues:

• Will my work change?
• Will I have a job?
• Will I have a say in what happens?
• How am I going to do this and my regular job?
• Do they mean it?

Courageous conversations support change

In organizational life it's easier to say yes than to say no. Saying ‘yes' means we're willing and a team player' Saying ‘no' can brand us as uncooperative. At times, even good ideas must be turned down. Frank, open dialogue about tough issues helps leaders set priorities. The best leaders seek feedback on their plans, themselves and initiatives underway. This feedback molds their ideas into favorable outcomes.

Facilitating productive dialogue

Facilitating candid conversations is like drilling for oil. Oil is valuable but it's usually underground. Once in a while a geyser erupts and spews all over the place. Most of the time we have to dig for it. It's the same with opinions and concerns. Often they lie dormant. Occasionally, our feelings boil over and explode, but this is not productive.

The first oil to surface is crude oil. And when we start talking about real issues, the comments can be "crude." Others are frustrated and scared. Through questioning, listening and dialogue, we can benefit from reactions to initial ideas.

Questions encourage candor

To encourage openness, make it safe by saying, "There will be no repercussions. It's safe to share your views." Use these questions in your meeting:

To shed light on a situation, ask:

• What don't we know?
• What haven't we discussed?
• What do we wish were true?

To identify feelings, ask:

• How are you feeling about this?
• How might others feel?
• What reactions do you have?

To surface frustrations, say:

• What doesn't make sense?
• What would you like to be different?
• What questions or concerns do you have?

To identify what's going right, say:

• Where are we doing this right?
• What successes do we have in this area?
• What can we learn from our successes?

Clarify next steps by asking:

• How can you help make this happen?
• What actions will you take?
• What do you need to move forward?

Finally sum up what's been said and restate your commitment. Reassure employees that you will keep them informed. There's a rhythm to these conversations. Comments are slow at first. Use easy-to-answer questions at the start. Employees will test to see if it's safe to share their ideas. Listen and ask, "Yes, and what else?" After a time everyone relaxes. At this point turn the conversation towards the desired outcomes. Ask participants to brainstorm ways to achieve the goals.

Learning from mistakes

Here's a real life example of success. A high-tech Silicone Valley firm purchased a production facility. Managers in the firm had no background in production. Very quickly the acquisition diverted profits from the larger corporation. After three years of headaches, leaders decided to dump the acquisition.

Later this management team held a courageous conversation about the disaster. In a facilitated working session, they review their decisions and learned from mistakes. Specifically, they discuss the events that took place, key decisions made and their perceptions.

In this meeting no one was blamed. Leaders accepted responsibility for what happened. Candid conversations helped this team learn valuable lessons and prevent problems in the future.

Topics

• Resolving Conflicts