Would you prefer to watch failure or contribute to success?

Would you prefer to watch failure or contribute to success?

In change management we often talk about three categories of people: those who will make it happen; those who will let it happen and those who will resist it happening.  The secret to success is winning the swing voters necessary to tip the balance in favour of change. But don’t underestimate the difficulty of winning them over!

I have a big white van which is full of stuff for the commonwealth games and I was trying to reverse into a tight spot. I got out of the van, looked at the gap, assessed it, got in and moved back a bit more. Then I got out of the van, looked at the gap, assessed it, got in and moved back a bit more. I noticed someone watching me struggle to and was annoyed with myself when I heard a crunch and knew I’d got it wrong.

The person who idly watched me then came over and said “you’ve hit my car.” I was annoyed with myself but astounded that this person’s interest was in watching me fail, rather than helping me or indeed acting in his own interests to safeguard his car.

I apologised and we chatted as we exchanged details. He mentioned “things like this always happen to me” and I wondered if it was because he was someone who just let life happen to him? This was my fault, I reversed into his car, but he had plenty of opportunity to speak-up and didn’t.

I think there are some good lessons here….

1.       Don’t assume people even understand their interests/risks  let alone act on them

2.       Don’t underestimate apathy or laziness (can’t be bothered, someone else’s problem)

3.       The success of TV show “You’ve Been Framed” and most Celebrity Jungle Talent is based on the fact more people are interested in watching than doing and some have a peculiar satisfaction watching people fail rather than making their own effort to succeed.

As a result some good actions might be…

a)      Actively engage people and explain risk/rewards and cause/effect

b)      Motivate people by identifying their best interests and helping them act

c)       Work hard to create a team culture and reward for “doing” rather than “watching” and don’t give failure any airtime for people to gloat, but instead applaud and broadcast action.

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ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com (next event 11 April 2014). 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 

Sometimes the best way to break a record is not to think about it too much. The same is true of managing change.

Sometimes the best way to break a record is not to think about it too much. The same is true of managing change.

Top crew from the Jersey Rowing Club shared their secrets to building teams, setting records and changing minds.

I always remember Triathlete Tim Don being asked about his result in a race and he said results don’t mater performance does. His logic is that you can take responsibility and improve performance but results are more hostage to fortune since they depend on a range of other variables that you cannot control including rivals!

This was brought back to me when talking to rower Paul Coutanche who, with his team of 4 rowers and cox beat the previously dominant Guernsey and set a new course record from Sark to Jersey. Paul explained that they had spent a lot of time talking about possibilities and as well as training the team also spent a lot of time thinking. This was not an obsessed focus on the record, but instead an interest in how they work together to create the right rhythm in the boat.

Furthermore, Paul explained that they took their boat out to the half-way point for both the team to practice and the cox to become confident in the route, the landmarks and the pace necessary to manage their efforts on race day.

When it came to race day they didn’t think about the record. Indeed sea and wind conditions suggested that breaking the record simply wouldn’t be possible. Instead they worked with confidence and commitment on their performance. The possibility of breaking the record only became apparent after reaching the half-way mark that they had practiced.

At this point it was hard but familiar territory and the result is a fairy tale ending.

There are some good lessons for those managing teams, performance and change.

1.       Work on the team and the internal relationships you will depend upon when it goes tough

2.       Work on performance and create momentum and progress rather than just hard work

3.       Practice elements  so that the challenge becomes familiar and manageable

4.       Use training and experience to build both self-confidence  and team-confidence

5.       Don’t be distracted by what you cannot control

It would be easy to say their success was down to being good, strong, fit rowers. But I have seen better rowers, stronger rowers and fitter and younger rowers attempt and fail to achieve their results in the Sark to Jersey. The key difference which made this a record breaking team  came from the 5 factors above.

ciCHANGE FEEDBACK

Please share your thoughts: what do you want to happen next and what can I do to make that possible? Please feel free to add comments and photos to ciChange on  Linked-In and Facebook 

Facebook http://www.facebook.com/ciChange

Twitter @ciChange https://twitter.com/CIChange

Linked-In http://www.linkedin.com/groups/CI-Change-4301853

ciChange is sponsored by Total Solutions Group http://www.tsgi.co/

THE AUTHOR

Tim Rogers is an experienced Project and Change Leader. He is founder of www.ciChange.org and curator for www.TEDxStHelier.Com (next event 11 April 2014). 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.

He also used to hold a record for the Sark to Jersey, which got beaten in 2014!

Email: TimHJRogers@AdaptConsultingGroup.com

Mob: 07797762051 | Twitter @timhjrogers | Skype timhjrogers