All change does not result in progress but listening is key
Many of the clients that I work with complain of being frantically busy, equating this to being productive. There is an underlying assumption that making changes results in progress. But this is not always the case. Although progress is unlikely without change, all change does not result in progress. Indeed, I was contracted to support the design and implementation of a leadership programme for middle managers at a manufacturing organisation a few years ago. The organisation was keen to empower their managers to be more innovative in their practice and to support the engagement of staff throughout the organisation. The investment was considerable, releasing managers from their roles for 6 days over the course of a year.
Yet, the senior team did not realise that listening is key to managing change and therefore missed the ideas and feedback from this newly enthused group. Preferring to be seen as ‘experts’ through an autocratic leadership style and offering little consultation in key decision making, leaving reporting managers frustrated and demotivated. The result was disengagement across the middle management layer with 50% leaving the organisation within 18 months of completing the programme. Change needs to be embraced and role modelled by the senior team for it be effective.
It might be helpful to focus less on what we can change and more on what is working and how this can be even better? I was invited to facilitate a number of focus groups for a manufacturing organisation seeking to improve employee engagement. Feedback from the workplace values survey carried out earlier in the year had been disappointing and the organisation was keen to understand how to improve both leadership and communication across the company. The HR team had already tried to gain feedback from staff via team meetings but rather unsuccessfully as sessions had become a long list of complaints. Yet, the senior team genuinely wanted to listen.
Using my mantra of progress rather than change, I used the Appreciative Inquiry model in search of revealing the best in people, their organisation and the strengths and opportunities around them. Pioneered by David Cooperrider and Suresh Srivastva, two professors from the Weatherhead School of Management at Case Western University, the tool provides the opportunity to bring about collaborative and strengths based change. Problems are replaced with innovation as conversations are geared towards uncovering the ‘positive core’ of the organisation (see Fig.1).
Fig. 1: Appreciative Inquiry Model
I focussed on questions such as
· What have been your best experiences at work?
· What do you value about your work, your manager, your organisation?
· What is the core value of your organisation? What would happen if this was taken away?
· If you had three wishes for your organisation what would they be?
· What makes it worthwhile coming to work (beyond the pay)?
It took some time, and strong facilitation to keep people on track but the outcome provided some tangible outcomes from which to build engagement. Staff were keen to work in an environment that was more participative, less hierarchical and in a place where their contribution was valued. Most importantly, people felt listened to and involved in the change.
Key learning points
Focus on progress rather than change. What is working and how can it be even better? Listen to your team!
Kay Maddox-Daines, PhD, works with leaders and managers across the private and public sectors as a consultant, coach, trainer and facilitator. kay@gippingtransitions.uk
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