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Chapter 4: THE ULTIMATE TEST OF LEADERSHIP:  CREATING POSITIVE CHANGE

“I’ve coached good players and I’ve coached bad players. I’m a better coach with good players.” 

— Lou Holtz

When you read John’s story about spending time with Lou Holtz, how would you describe his leadership style?

What can you learn about making change?

COACHING CHANGE

“Lou had three qualities all great coaches possess: he didn’t take anything for granted, he was an excellent teacher, and he was superbly organized.” — George Kelly

What are the qualities you need as a leader to change the direction of your team?

LEADING CHANGE CAN BE DIFFICULT

1. People Feel Awkward and Self-Conscious Doing Something New.

2. People Initially Focus on What They Will Have to Give Up.“For everything you gain, you lose something.” — Ralph Waldo Emerson

• Are you a saver or a thrower?
• What are some beliefs, habits or good things you need to give up to go up?
• What are you holding onto that is keeping you from embracing something new?

3. People Are Afraid of Being Ridiculed.

• Why did Wilt Chamberlain return to his old way of shooting despite success with a new way?
• What are you unwilling to change for fear of being embarrassed?
• What are some of the biggest changes you have made in your life?
• What would your life look like now if you hadn’t made those changes?

4. People Personalize Change and May Feel Alone in the Process.

• Describe a time when you initiated change and it did not go well.
• List each team member and how they reacted to the change?
• When do you get the greatest resistance to your decisions from others?
• What is your usual response to that resistance?

WE OVERESTIMATE THE EVENT AND UNDERESTIMATE THE PROCESS

You need to P.L.A.N. A.H.E.A.D.

Predetermine the Change that is Needed

What did you learn from the story about British Rail?

• If you’ve done something for one year—look at it carefully.
• If you’ve done it for two years—look at it with suspicion.
• If you’ve done it for five years—stop looking at it and do something to change it.

Lay Out Your Steps

When you consider your next change in your life/company, what are the steps you have determined need to be considered?

Adjust Your Priorities

Discuss the difference between cosmetic verses critical changes.

Notify Key People

In identifying your people ask these two questions:

“Who needs to get behind this to make it fly?

And who actually has to fly it?”

Why is it important to get your key leaders on board with the change or project?

Allow Time for Acceptance

The Phases of Acceptance:

1. It will not work.

2. It will cost too much.

3. I thought it was a good idea all along.

Why is it a challenge to wait on others to accept the change you want to make?

How to Give People Time

1. Slow Down

Negative assumptions about your leadership:

• You lacked preparation.
• You’re hiding the real agenda.
• You’re railroading through your agenda.
• You lack concern for what people think and feel.

When have you assigned any of these negative assumptions to a previous leader?

2. Make Your Communication Clear and Simple.

Key questions to ask yourself to ensure clear communication:

• Do I understand what I am going to say?
• Will they understand what I am going to say?
• Will they be able to tell others what I say?
• Will others understand what they say?

How can you know for sure that your people have clearly heard you?

3. Build in Time for People to Process Ideas.

How could your meetings give you greater influence if your used John’s format for running meeting?

Head into Action

You never know the level of your people’s commitment until you call them to action.

Discuss the statement: Vision divides people.

It takes change to make change happen. How much emotional change do you have in your pocket to lead your next project?

Expect Problems

How to Be Proactive on the Front End

• Think the Worst First
• Speak to the Worst First
• Answer the Worst First
• Encourage Them Through the Worst First

What is your attitude towards problems?

How can anticipating problems early help you?

Always Point to the Successes

People need time to focus on what is really changing rather than on their fears of moving forward.

What can you do to help your people see the positive rather than be distracted by the negative?

Daily Review Your Progress

First, it prompts you to make sure you are on track and moving forward. Second, it reminds you to keep communicating the message of change to your people.

How can you find time to review daily?

THE FINAL WORD IS CREDIBILITY

Credibility creates authority, and that comes from everything we’ve talked about up to this point: influence, priorities, and integrity. If your people buy into you, then they will want what you want because they trust you. And they will align with your vision, even if it requires change.

How would you rate your credibility with your team?

APPLICATION: Developing the Change Agent Within You

• Predetermine the change that is needed. Describe in detail the change needed and why it is necessary.

• Lay out your steps.

Write all the steps that will be needed to complete the change. Start by stating where you are now and outline the logical process, step-by-step, needed to get to your ending point. This may take you a significant amount of time.

• Adjust your priorities.

What priorities must be changed to align the organization and people to the coming change?

• Notify key people.

Who are the key people you must talk to first? Write two lists: the influencers and the implementers.

• Allow time for acceptance.

This will be hard to gauge in advance. Plan time for people to process the issues, and then use your eyes, ears, and intuition to judge when people have had enough time to get on board.

• Head into action.

Describe what the first steps will look like and how they will impact the team or organization.

• Expect problems.

Describe the most likely problems you will face as the change is implemented.

• Always point to the successes.

Begin planning ways to give recognition and celebrate milestones as the change occurs.

• Daily review your progress.

Describe the method you will use to review the progress of the change. What metrics will you use? Which people will you talk to regularly to assess morale? What specific information will signal that the change has been successfully completed?

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