Leadership Development – Page 26 – STL

Change is the one thing that has the greatest impact on our lives and careers and there is no doubt that communication is key to managing it. But how well do Organisations perform in this area?

change management - communication tips — How to manage change through better communication

When we lose the security of routine and the known boundaries in which we operate, change affects us on a fundamental level:

It weakens our self-confidence
It challenges our productivity at work
It creates baseless fears and concerns
It causes stress between individuals and teams
It makes acquiring new knowledge and learning new systems daunting.

Are there factors that can help guide us through the process of change? Is there a plan or blueprint that we can use to better support and implement change?

There is a clear 4-stage process to help you become more self-aware, and therefore navigate change more successfully:

The initial shock. You are moving through the day and hear rumours of changes about to be implemented. Nothing has been confirmed and then suddenly it is announced, and changes will being implemented with immediate effect. At this stage we often experience shock, confusion, worry and concern. Questions are raised about your position, the impact on the business and as a result, the new knowledge that you may be challenged to learn.
Defensive mode begins. The initial shock has weakened, and the news sinks in. You don’t know why it happened and you question the logic of it. The more you pull the decision apart the angrier you get. It doesn’t make sense and is when your defensive retaliation is at its highest. You band together with colleagues who agree with your position. All you can see are the difficulties.
Just feels wrong. The ‘uncomfortable’ stage begins. You are unhappy and feel awkward and unsure what to do, or where the company is heading. You start to see the advantages yet remain unconvinced. Others are quick to point out faults in the logic and colleagues are often at their lowest point.
Time passes and things begin to make sense. You see why change was implemented, and the advantages. The progress forward seems heavy and slow yet there is light at the end of the tunnel.

Could this have been easier? What was missing?

In each of these stages the key was the lack of communication.

A meeting of all those potentially affected could be held to present the change, the impact and the benefits. Reassurances should be given at this point, because it positively impacts confidence.
Team sessions should be organised to discuss issues, address individual concerns and come up with possible solutions.
Implement 1-2-1 goal setting, action plans and define clear objectives, which results in a sense of control returning.

Change is inevitable and offers the greatest opportunity for growth, or the seeds of destruction. How it’s handled strongly dictates which outcome will prevail.

Setting effective goals

Have you ever explained a task to someone, and they seem happy with your instructions, only to find that later, they’ve done completely the wrong thing? Or they’ve come close, but the end result is still not what you really wanted? Responsibility lies on both sides here. When you explained what needs doing, were you clear? Did you provide enough detail, but not too much? Is the goal one they are capable of achieving? And the other party – did they really understand what you were talking about, or just go for the ‘nodding dog’ approach? Pretend to agree now, worry about it later? Did they ask questions to really get their head round it, or did they feel they couldn’t?

Clearly we need to improve the situation, which is where the SMART goals acronym comes in handy:

Specific

Clear and understandable information, not vague or open to misinterpretation. You know what a good result looks like, but have you successfully conveyed it to them? Check for their agreement and understanding, and make it ok for them to ask questions if there’s anything they’re not sure about. Nodding dogs, begone!

Measurable

Perhaps the most important letter in the acronym! SART goals are no use to anyone. Any goal or objective has to contain a measurable element, otherwise how will you know when you have achieved it? You could carry on regardless, working on a goal you have already achieved, but you don’t know that! The measurable part of the goal provides an indicator of how we are doing – it makes progress and success quantifiable. Some tasks are more measurable than others, e.g. in a sales team you will have monthly sales targets expressed in numbers – sell this much equipment, or make this much money – and at the end of the month, look at the figures on the sales spreadsheet. They will tell you if you have achieved your goal or not. With some goals, the measure is you either achieved it or not before the deadline. Make it measurable!

Achievable

Sounds obvious, but make sure the goal is one they can achieve! Ideally, the goal will be a stretching one – stretch them but don’t stress them! The goal is neither impossible nor too easy. They can do it, but they have to think and use their initiative. If the individual feels that the goal being set is not achievable, please encourage them to say so!

Relevant

The goal being set should be relevant to their role, making them better at their job by enhancing their confidence and skillset. You could also go for realistic (although if the goal is achievable, this has already been taken care of) or recorded – if the goal is part of the performance management process, then it should be written down for future reference.

Time-bound

You could also go for timed, timely or time-driven – it’s all about the deadline! Some people are given SMART objectives, in which case they should push back and ask for an appropriate deadline, otherwise the job will never get done.

Conclusion

We all need goals, otherwise we would never achieve anything. The SMART acronym gives us a useful model to work from – the 5 criteria for an effective goal or objective. When explaining what needs to be done, be as specific as you can. Make sure there’s a measurable element, and that the goal is achievable and relevant to their role. Add a suitable deadline to the equation and they’re ready to work SMARTer, not harder!

Different interpretations of the SMART goal framework has resulted in it losing its effectiveness or being misunderstood. Some people believe that SMART doesn’t work well for long-term goals because it lacks flexibility, while others suggest that it might stifle creativity. For more information on the potential weaknesses of the SMART goal framework, this article on Locke’s Goal-Setting Theory is a good read.

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