How to survive and thrive during turbulence change and confusion

ciChange

How to survive and thrive during turbulence change and confusion

At the last ciChange event Mark Baker and Claire Boscq-Scott talked of how to survive and thrive during turbulence change and confusion. It was a great presentation. If you want details or slides see the contact details below.

Contact Mark Baker and Claire Boscq-Scott
http://www.markbakerspeaks.com/contact/
http://www.cbscustomerservices.com/

Another perspective

Since then having done some work for TEDxStHelier and following attendances at a Projects and Programme conference in the UK, as well as having participated in two Un-conferences this year I have formed my own thoughts. These are substantially informed by the Incorporation of the Post Office circa 2000 and the Incorporation of Harbours and Airport at present.

It is worth looking at the Incorporation projects as a case study for how to survive and thrive during turbulence change and confusion. Incorporation is not privatisation; it is simply turning a public sector, civil servant, non-profit organisation into one which is commercially driven, customer focussed and self-sustaining.

The ownership (by the government) remains the same, but the drive, agility, skills and risk appetite all change as the organisation “grows up” to leave the nest and compete in the real-world where survival of the fittest is actually nothing to do with being in a strong monopoly position but requires something else. Having a monopoly on Post, Telecoms or Ports is like being a dinosaur with few rival enemies but much vulnerability to changes in the environment.

For example the treats to Post, Telecoms or Ports were not another set of Post, Telecoms or Ports but changes in the markets and customers eg reduction of letter-mail and increases in email, the increased globalisation of internet services and the merge of voice, video and data and different travel aspirations and destinations in 2020 from 1970s. These are all social-economic, customer and technology driven change which pose threats to dinosaur behaviour.

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change" – Charles Darwin

So you have a recipe for turbulence change and confusion through the transition from public service to customer focus, with significant anxiety for those who both seek opportunity and growth but are reluctant to leave the nest. For many the voices shouting “don’t do it” are as loud as those saying “jump, fly, you can, you must, it will be great”. Ironically the ones saying DONT are usually the ones in the nest terrified of being left alone and the ones saying DO are those wanting to share their experience with their peers.

HOW TO SURVIVE AND THRIVE DURING TURBULENCE CHANGE AND CONFUSION

ELIMINATING CONFUSION

Clear concise communications is key to managing confusion. Don’t let mis-information or speculation fill the void. The absence of consistent messages often results in people filling the vacuum with their own speculation, aspiration, drama or conspiracy. Make sure your messages are consistent in everything you say, everything you do, everything you write, everything you display. All advertising works by repetition, and dog training is based on consistent conditioning; of rewards (treats) and punishments (reprimands). Humans are little different in their responses to encouragement (belonging) and disapproval (antipathy)

Remember that people seldom follow a lone Leader; more often they follow their friends, family, social circle etc., so seek to appeal to a broad following and the cultural and community leadership so that the communication is understood and shared at the dinner table, the pub, the club as well as at work. People ‘believe’ when the message is prevalent everywhere they see, look, hear and are suspicious or sceptical if the message only has one-voice and no apparent support.

BEING CLEAR ON WHAT CHANGES

Because change is constant, like the tides, seasons and commercial cycles it is easy to forget that some change is readily accepted as normal. Be careful in your language to clarify what is changing or needs to change and what will remain the same. Most people welcome change, novelty, fashion, surprises, and new experiences.

What they are more concerned about is when it is done to them, or will upset them, their friends, family, social circle etc., This is about personal and social identity, and it is why “face saving” is so important in a period of change. It is ok to challenge or provoke, but do not humiliate or embarrasses or you will create enemies and resistance. Give people the tools, training and opportunity to manage how the change applies to them and they will quickly adapt where there is a benefit to do so. Otherwise the only logical response to a change that is not beneficial and cannot be managed is to resist the change.

TURBULENCE

Turbulence is fun, if you like roller-coasters! The trick to avoiding terror or not throwing up is about confidence and managing the pace of the ride. Inevitably some will want to go as fast as possible and keep doing it. These trail blazers can be great initiators. They can also fatigue and worry the reluctant cohorts who may quickly decide it is a safer option to be a spectator and become very resistive when it is their time to take a turn.

What is needed is coaching, mentoring a trust. Having once done a trapeze course, I can vouch for the one-step-at-a-time approach using competent people who inspire confidence and trust. Attached to safety-lines with catch-nets suddenly the whole thing becomes much more do-able.

Managing turbulence is amount minimising factors that create the type of fear which paralyses thinking, trust, and endeavour. Seek and use people who inspire confidence and trust, then put in the safety-lines with catch-nets including training, pilots, have-a-go, try-before-you-buy, experiment or what-ever is a suitable equivalent for your organisation.

SURVIVAL

Don’t expect everyone to love the experience. But do be clear about the minimal survival criteria. Very few people can run 10 kilometers in under 40minutes, but *anyone* can manage 6.25miles over the course of a day, a week, a month. If you have a bread-crumb trail to guide them, some cheering supporters and a great incentive and a sense of personal desire (to be liked, to be thinner, to be fitter, to be better, to be respected) then people can and will survive the change.

However, don’t immediately make them undergo another challenge, and another, and another in quick succession. This results in change fatigue without any satisfaction or pride for each accomplishment. As an athlete I recognise that rest, recovery and reflection is essential between each hard effort; anything else just drills you into the floor.

THRIVE

Success comes from making this rest, recovery and reflection just enough to learn, become stronger and more confident for the next challenge. The more you do, the more you are able to do.




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THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com . He is Programme Manager for the commercialization of Jersey Harbours and Jersey Airport. He is also Commonwealth Triathlete and World Championships Rower with a passion for teaching and learning and is a Tutor/Mentor on the Chartered Management Institute courses.

Email: TimHJRogers@AdaptConsultingGroup.com
Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers