Eric Jacobson

Posts Tagged ‘Change Management’

How To Embrace Change

In Change Management, Embracing Change, Eric Jacobson On Corporate Culture, Eric Jacobson On Leadership, Leadership on October 10, 2016 at 7:39 am

Change is inevitable. Change is good.  Help your employees and team learn to embrace change.

Here are some solid insights from Dr. Rodger Dean Duncan‘s (Liberty, Missouri) book, Change-friendly Leadership — How to Transform Good Intentions into  Great Performance:

  • The kind of behavior change that results in lasting (sustainable) change must accommodate people’s feelings–feelings that involve trust, confidence, passion, and all those other intangible but very real things that make us human.
  • It’s often the stress that people resist, not the change itself.
  • Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights (Pauline R. Kezer).
  • A transformational leader focuses primarily on initiating and “managing” change.  He/she influences people to improve, to stretch, and to redefine what’s possible.
  • It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change (Charles Darwin).
  • Nobody can go back and start a new beginning, but anyone can start today and make a new ending.

How To Explain Change To Employees

In Change Management, Eric Jacobson Leadership, Eric Jacobson On Corporate Culture on December 15, 2015 at 5:55 am

When you communicate change to your team, explain the logical and rational reasons for the change:

1. Explain how the change will make employees feel before, during and after the implementation.

2. Explain the tactical plan and goals.

3. Answer questions from your team.

The Seven Arts Of Change

In Change Management, Eric Jacobson On Leadership, Leadership, Leadership Books on May 1, 2014 at 8:11 pm

David Shaner’s compelling, The Seven Arts of Change, shows business leaders that transforming a business only happens when each employee equates organizational change with the process of deep personal growth.

“The bottom line is that, despite how technological and automated organizations have become, at their core they remain a collection of human energies that are merely being applied in an organized environment,” explains Shaner.  “Resurrecting and guiding that human core of your organization is the secret to leading and sustaining change,” he adds.

Shaner pulls from his vast professional and personal experiences, including having been a member of the Olympic Valley USA Ski Team and a former Harvard University teacher, to lay out a seven-part “spiritual guide” for change:

  1. The Art of Preparation (Assessment)
  2. The Art of Compassion (Participation)
  3. The Art of Responsibility (Accountability)
  4. The Art of Relaxation (Clarity, Focus, Visibility)
  5. The Art of Conscious Action (Execution)
  6. The Art of Working Naturally (Sustainability)
  7. The Art of Service (Generosity)

Even if you don’t fully appreciate his blending of Western business savvy with Eastern philosophy, the 184-page book, readable in an afternoon, is pertinent and timely.  Most important, he teaches business leaders and nonprofit executive directors why they need to change the way they lead change.

Some of my favorite parts of the book are:

  • Most leaders miss the fact that every employee possesses a latent willingness to change. Leaders often ignore the fact that personal progress is one of our strongest human desires.  Your job as the leader is to connect the new business need with an opportunity for personal progress.
  • Organizations that evidence compassion listen to each other in order to understand and connect to more effective outcomes, not in order to place blame or assert their own way of doing things.  Listening is the root of collaboration, root-cause analysis, and effective teamwork. It is also the single greatest source of establishing unity from top to bottom and bottom to top.
  • Regardless of the conditions surrounding your change, your employees will perform to the peak of their ability if they are driven from a collective inner strength brought on by clarity of purpose, focus of requirements, and visibility of progress.
  • Your employees’ daily actions must be consciously meaningful to both the business initiative as well as to them personally.
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