“Change is inevitable—except from a vending machine.”

Change Is InevitableRobert C. Gallagher, businessman and former director of the Green Bay Packers, was right when he made this quip about change being unavoidable.

In the face of the inevitable, we need to confront change and embrace it to make it work to our advantage. This is where the rubber meets the road. In business, coaching anyone—from the C-suite to the factory floor—can help her embrace change, as well as guide and support her people.

Four key behaviors are the foundation for optimal performance for people and teams during a change effort:

  • Fostering a positive attitude
  • Modeling open, transparent communication
  • Enlisting stakeholder participation
  • Supporting and reinforcing necessary behavior changes

Managers who understand and exhibit these behaviors, and encourage them in others, can expect better business outcomes.

A positive attitude is a significant factor in dealing with change. An “up” outlook on the world energizes participation in creating long-term solutions and helps foster innovative thinking. The hallmarks of coaching — future-orientation and focus on outcomes — engage people’s participation and help them take ownership of the change. This engagement and ownership actually help the brain learn and sustain new behaviors.

Transparent Communication
In their book, Switch, Dan and Chip Health say, “Change is easier when you know where you’re going and why it’s worth it.” We’re much more likely to see everyone pulling in the same direction in companies that communicate openly and transparently.

Openness and honesty are always essential ingredients for engaging employees and generating optimal performance. They are a critical antidote to rumor, fear, and stress.

Stakeholder Participation
Getting everyone on board, and enlisting the participation of all those impacted by a change, demonstrates that you value your people, that you see the merit of investing them in the change process, and that you understand that the business will benefit from their input.

Support the Behavior Change
It’s not enough to bullishly announce a change and give people the opportunity for their input. Change is hard, no matter how much sense it makes, no matter the optimism it may engender. It takes commitment, work, and the actual formation of new behaviors to transform performance. Again, the coaching process can help support this effort by encouraging:

  • Seeing new outcomes by engaging in new thinking
  • Forming new habits to address intransigent problems
  • Setting SMART (specific, measurable, achievable, realistic, timely) goals
  • Engaging stakeholders by offering ongoing feedback and acknowledgment
  • Sustaining the change with regular updates, touch-ins, and tweaks

Yes, change is inevitable. Coaching gives us the tools that can help insure it will inevitably be successful.

What leadership skill(s) have you discovered in yourself, helping your people through change?

6 Responses to ““Change is inevitable—except from a vending machine.””

  1. Charles Bonasso
    March 8, 2011 at 9:45 am #

    I think the inevitability of change is the first recognition people need to accomplish. The reasons for change usually have nothing to do with them, though they often see themselves as principals in any big change effort: “they” are doing this to “us.”

    The next big threshold is getting people to actually drive change themselves, rather than being “passengers.” Once you get them to this point, they actually realize they have a lot more control…if not over events, then over their response and their capabilities for adapting.

  2. Frostwire
    March 16, 2011 at 9:00 am #

    I am trying to find you on Facebook, what’s your profile?

    • Jane
      June 17, 2011 at 5:12 pm #

      Thanks for your feedback.

    • Bubba
      June 18, 2011 at 10:01 am #

      Wow, that’s a really clever way of thinking about it!

  3. Gloriane
    June 16, 2011 at 3:38 am #

    Thank God! Someone with brinas speaks!

    • Jane
      June 17, 2011 at 5:12 pm #

      Thanks for your feedback!