About a month ago, a fellow SafetyXChange advisor, Michael Topf, wrote an excellent series about the adverse impact of change on individuals and organizational safety (Editor's Note: "Managing Change: Strategies for Supervisors," March 23, March 30, and April 6, 2006). Michael looked at the impact of change from the perspective of human behavior.

I'd like to consider the change challenge from my perspective as a career professional. Actually, I would like to pass along some ideas and observations from a colleague and ExecuNet executive coach, Marcia Reynolds of Phoenix, AZ.

The Silver Lining

No doubt, change is disruptive. But echoing what Michael said in his article, Marcia stresses the importance of getting individuals to see that change isn't all bad. There is also an upside. The key to managing change - and getting the people you manage to accept it - is to demonstrate that something good will come from the change and that the benefits of the good will be greater than the disadvantages of the bad. This can only work if the benefits accrue directly to the individuals, not just to the organization as a whole.

The implication: If you want individuals to change the way they do things, make sure what you're asking them to do will promote their goals. Of course, to do this you need to understand what your employees' goals are and what they value before you announce your intentions.

Crying Time

Marcia's advice is sound. But I was concerned that going to employees to request change would generate precisely what management hates the most - gossip and whining.

Marcia acknowledged that this reaction is in fact likely. But she suggests that as managers, we should be prepared to deal with it and build it into our plans. On a practical level, this involves deliberately setting aside additional space or lead time for the whining and complaining when we announce changes. Help people identify the loss so they can move through their emotions instead of suppressing them. We can do this on an individual or group basis.

Coaching Change on an Individual Basis

Marcia suggests that when you try to get your employees to accept change you listen to their complaints with these questions in mind:

• What are they complaining about? Complaints reveal the source of dissatisfaction. Do they complain about not being heard? That management doesn't care? That they do more work than other people?
• What do they want? Ask employees what it would look like if management met their needs, or if their job was more fun and challenging. Get the employee to begin to envision a more positive scenario.
• Is the discontent irreconcilable? Some people are in the wrong job or wrong life. Chronic complainers often feel helpless and stuck. You don't have to be their counselor, but you can help them find work that matches their passions and their strengths if they are willing to look at other possibilities.

Caveat: Beware of your own feelings. You can't coach change effectively if you're feeling defensive.

Coaching Change on a Group Basis

You can also coach an entire organization to accept change on a group basis. Marcia describes her recent experience performing this role at a psychiatric hospital. Each time a change was decreed, managers called their departments together for a formal "bitch session." Everyone was allowed, even encouraged, to talk about their anger and fears. Managers then had a chance to explain the decisions and, when appropriate, acknowledge any oversights made during the decision- making process. Sometimes the concerns aired by the employees were factored into the ultimate actions. Often, the changes continued as planned. But the employees felt like they had been heard and acknowledged and adjusted better to the change as a result.

Conclusion

"Complaints are inevitable," Marcia says. "Unheard complaints crush morale and hinder growth regardless of pay raises and benefits. Yet complaints get a bad rap. It's time we heed complaints as cries for help instead of running in the other direction. The courage it takes to do this is well worth the effort."

You can read more of Marcia's advice, articles and exercises on her website, www.OutsmartYourBrain.com.

Wishing you career success!

Lauryn Franzoni
ExecuNet
www.execunet.com

WORKING LIFE

Have You Ever Kissed a Co-Worker?

By Glenn Demby

The office romance isn't quite the taboo it used to be. According to a recent survey of 1,478 U.S. workers, 27 percent admit to having kissed a co-worker. Other findings:

• 31 percent said they think it's okay for co-workers to date;
• 30 percent said they actually have dated a co-worker; and
• 24 percent said they feel comfortable talking to their co-workers about their romantic relationships.

Source: Randstad USA, www.randstad.com.

_______________________________________________________________________________

SAFETYXCHANGE ANNIVERSARY MOMENTS

By the Numbers

By Glenn Demby and Catherine Jones

269 The number of newsletter issues we've published since SafetyXChange started

45 The number of articles submitted by SafetyXChange's most prolific writer, Lauryn Franzoni

53 The number of free tools in SafetyXChange's toolbox

280 The number of threads on the SafetyXChange discussion board

0 The number of Anniversary Moments columns you'll have to endure from now on - that is, until next year!

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