Managing changes

 Managing changes

(Execution Excellence -"Ability to get things done" Series)
 

As we discuss the importance of developing project management skills to get things done in addition to functional expertise as we move up the career ladder, 80 % of the tasks are non-repetitive or project nature, and we may need to deal with many stakeholders who may not be directly reporting to us.

We discussed the relevance of defining outcomes in the beginning, reducing the complexity into simplicity, holistic planning, big-picture orientation, insights on stakeholder management, and proactiveness.
 
The next principle we can learn from project management is “managing the changes.”
 
Insights on managing changes: 

Project management insists that change is inevitable and cannot be avoided despite the best planning process. Whenever change happens, it advocates to look at the impact of change and keep the stakeholders informed. Also, any change can be manageable with a tradeoff with resources.
 
Primarily, it teaches project managers to handle the change comfortably.
 
 How can functional managers apply this insight?

Whenever we take new initiatives, despite our planning, things may go differently as we move ahead. How we face and handle the change with a different perspective makes us better at executing the work.

For example, as a Planning Head, you are doing your best to make a production plan and get into execution. Suddenly, a key customer is changing the quantity and due date, which is the change.

How would you be able to handle this comfortably?

1. As a proactive, you could have given some buffer in the initial planning if you are good at analytics and pattern reading of the customer's past trend.
2. Now, accept the change as part of your work. That mindset makes you accept reality and look for the next step.
3. Understand the consequence or impact of change in other’s customer’s orders or capacity
4. Keep the customers informed about the possibilities of accommodating as most of the time, lack of communication creates further chaos in the system
5. Understand the impact and trade-off required on timeline or quantity and cost aspects like overtime/ outsourcing, etc, and keep the relevant stakeholders like customers, plant head, and other functional teams informed.

The key point is that change is inevitable, and each comes with some other impact; being aware of the impact, working out tradeoffs as solutions, and keeping the stakeholders informed are all aspects of managing changes.
 
Most functional heads struggle when things are not going as planned, which is nothing but a need to learn the art of managing the changes comfortably.

Have a great week ahead.

Self-regulation -Curiosity to LEARN

 Self-regulation -Curiosity to LEARN 

(Execution Excellence -"Ability to get things done" Series)

 

As we outlined self-regulation practices to keep our energy level, we mentioned the mindset of acceptance, enhancing the circle of care, looking at everything from a TIME perspective, etc. One more important aspect i have observed in most effective people is a curiosity to LEARN.
 
Curiosity to LEARN :

Curiosity to learn means a strong desire to learn something NEW in the domain or field we work or something beyond the domain or field.

Learning continuously enhances our perspective about the domain, and the intent to learn makes us more energetic.

One interesting personality i came across in my consulting experience. I always admire his curiosity to learn something. Whenever i interact with him, he used to display pleasant looks and a high energy level, which i attribute to his interest in learning something new.

He has been from the financial domain throughout his career and claims to be a senior citizen!. Still, he works in a manufacturing organization to engage himself and actively contribute his experiences. He used to attend all my sessions. In one of the sessions, i  taught the complicated manufacturing system concept, which most engineers usually find difficult to understand and apply with ease. Even though he is from a financial background, he took the lead in using the concept in his manufacturing division and brought some clarity to his colleagues.
 
He could have excused himself by stating that the concept is far from his core finance domain or age limitations. What made him learn some complicated manufacturing subject is his curiosity to learn. He keeps himself engaged and displays high energy in his work.

Even today, he is a voracious reader of books on management, leadership, and philosophy, and he regularly recommends some books to me. Some of the books we mentioned here are all from his recommendation only.

i am correlating his energy level with his curiosity to learn.

The important learning is, irrespective of our age and background if we develop the curiosity to learn something new and keep ourselves engaged, it brings a unique perspective to our lives and makes us more energetic. 

People follow the person who displays energy in the workplace than passively.

 Have a great week ahead.

How to Build Trust in the workplace?

 How to Build Trust in the workplace?   

(Execution Excellence -"Ability to get things done" Series)

 

 

Having discussed the definition of Trust in the workplace and its importance in gaining the influencing power to get things done, now let us understand how some effective people build Trust among their colleagues and clients.

As mentioned, building trust is not a one-time activity; it is a continuous effort. An individual must earn it despite being given any positional status or designation.

There is no single path to building Trust. It combines many repetitive behaviors and practices by which we can build Trust in character and competency.

Listed below are some of my observations from effective people whom i admire most for their effort in building Trust. They build Trust over some time and gain respect in their respective field or industry.

Demonstrating consistency:

Being consistent is one of the founding stones for building Trust. We generally do not like uncertainties and prefer certainty as it gives comfort. When someone is consistent in their behavior and does what they say consistently,it gives comfort to trust them.

Would you trust a person who delivers inconsistently in terms of timeline commitment?

Ease of approachability:

A person who is easily approachable either physically or digitally is believed more trustworthy than a person who cannot be easily reachable.

i have observed some people respond to the mail within a day or two, even if they agree or disagree with the content. Some people are disciplined to return the mobile call if they miss it the first time due to being preoccupied with something. That is approachability.

When we deal with those people, we feel the friendliness and enhance Trust.

More focused on business:

They are more focused on business than gossiping and spending time on the nitty-gritty of tasks or petty things. When we deal with those people, we feel secure, and the security feeling enhances Trust.

Admit mistakes and being vulnerable:

They openly admit when they make mistakes to show their confidence in themselves. Some people admit when they do not know the answer to the question than trying to give solutions for everything. That behavior of demonstrating confidence enhances Trust and their solutions.

Connect with care:

They look at the problems from others' views and display empathy for others which enhances Trust.

You may add something more from your experience. 

The point is that the trust-building process combines many efforts and being consistent in our positive behavior. It takes time; however, it is worth building to enhance our influencing power to get things done in the workplace.

Wishing you and your family a happy, healthy, prosperous new year ahead!

Need for Trust Building in a professional environment

 Need for Trust Building in a professional environment  

(Execution Excellence -"Ability to get things done" Series)

 

Having discussed the definition of building trust in a professional environment last week, let us understand the need for building trust to get things done.

Trust is an essential evergreen quality in any relationship in the workplace, and it can be between a boss and junior colleagues or among colleagues.

Need for building Trust

1) When we have trust in something or someone, it indirectly enhances influencing power to get things done.

For example, when we want to purchase something online, we prefer AMAZON over any other new, unknown e-commerce portal. We have more trust in the amazon brand, which influences the transaction ( things getting done).

In the same way, if we trust someone ( they earned their trust from us), they have more power over us to get things done.

The point is to influence anyone in the professional environment; the primary ingredient is building trust in character, competency, or both.

2) And today's change in the working environment calls for influencing rather than commanding, which indirectly demands trust building. 

The workplace relationship is changing from commanding to inspiring to get things done.

The change could be due to social changes, affordabilities, and opportunities compared to the past. Earlier, people look up to someone for knowledge, information, age, and experience they possess. Now with the abundance of information available thanks to digital evolution and humungous opportunities across the world for survival and growth, people are no more looking up to someone for the reason stated above.

Instead, people are now looking up to someone for their wisdom, insights, mentoring, or solution-providing capabilities for specific challenges. When someone demonstrates consistently, trust is built, and they become inspired and an influencer. They can get things done relatively easier than others.
 
For any one-time transaction or short-term benefits, commanding or pushing may help to get things done. Building trust is required if you are looking for a long-term association, positively influencing others to get things done, and peaceful transaction between you and others.

You shall deserve yourself as a person to look up to only when you develop yourself and you are proven as "TRUSTED "by your colleagues or networks.

In the above context, trust-building becomes essential.

Let us discuss the approaches for developing trust-building next week.
 
Have a great week ahead.

Building Trust

  Building Trust 

(Execution Excellence -"Ability to get things done" Series)

 

As we discuss the art of getting things done in the workplace, managers/ leaders must organize themselves effectively. We have discussed some elements of "organizing self," like Time management, Managing expectations, and Being focused.

The next important element in self-organizing is BUILDING TRUST.
 
What is meant by Trust?
 
Trust is a conviction or strong belief we have in others on some qualities which are built slowly, through repeated interactions or behaviors.
 
To understand this definition easily, let us relate our association with some brands or companies.

We have a strong belief about some brands or companies that their product or service is either reliable or value for money or the best user experience, and so on. This strong belief comes from the repeated experience we have gained from using their product or service.

For example, we firmly believe that the TATA brand means it is reliable; APPLE brand means Innovation; AMAZON means convenience in online purchasing; INFOSYS means Governance, and so on. That is Trust.

From a business perspective, we term it as branding; however, business is all about connecting with people's emotions, which is TRUST.

Similarly, in the professional setup, we develop strong beliefs or convictions with some people for some qualities. That emotional connection is TRUST.
 
For example, we trust some people for their punctuality since they demonstrate it regularly over some time.
We never consider a person being punctual if they demonstrate punctuality only on a few occasions or once in a while.
We trust some people as problem solvers as they demonstrate their thought leadership in some subjects regularly over some time.
We never consider a person as a solution provider if they demonstrate once in a while or few situations.
We trust some people as dependable since they demonstrate their commitment on time without follow-up.
 
From the above examples, Building Trust Consists of 2 elements

• Repeatability
• Long-time duration

 Trust needs to be earned by an individual; it is not given by position or title.
 
You may relate yourself to what qualities your peers / junior colleagues trust you most.
 
Let us discuss the relevance of building Trust with execution capabilities and the ways of building Trust in a professional environment in the next week.

Have a great week ahead.

Managing "Fear of Failure" in selling ideas

 Managing "Fear of Failure" in selling ideas 

(Emotional Management for Personal & Professional Growth Series)
 

 

As we discussed the emotional aspects preventing us from selling our idea or solutions to others, we have discussed the fear of rejection last few weeks. The next fear most of us go through is fear of failure. Let us understand the insights on fear of failure and the approach to managing the fear of failure.

Whenever we have some idea or suggestion to offer, internally, we fear failure. We worry about the negative outcome and the consequence of failure. That is fear of failure.

Why this fear of failure comes to our mind?

1) The experts say the origin of fear may be our experience or our environment. We might have experienced some failure or bitter experience in the past in similar circumstances.

For example, in one of my client organizations, the management is reluctant toward low-cost automation. When we go deeper into the reason for that behavior, we realize that they had invested money in many automation projects in the past and have not succeeded as expected. That bad experience prevents them from thinking about any future investments in automation.
 
2) Also, when something goes wrong, most of us associate the experience with a personal failure and blame ourselves. The more we have past bad experiences and blame ourselves, the more we get the feeling of fear of failure.
 
We might have observed that the younger generations take more risks in any adventure in business or career since they do not have any past references. In contrast, the experienced people would think twice in any venture as they might have experienced both positive and bad outcomes in the past.

Hence, the reasons for fear of failure are our past bitter experiences and the tendency to personally associate ourselves with the outcome.

Impact of fear of failure?

Since the future is unknown, fear of failure is common and natural. When we realize the fear and take action, there is an equal probability of winning and failure in any event. If we do not overcome, we end up with the status quo, and progress will be muted.

How do you overcome the fear of failure in selling the ideas to others?

Fear is just emotion, and this can be managed with the following approach

1. Redefining the failure
2. Imposing Logical / reasoning over emotions
3. Learning attitude

Let us discuss the approach and insights next week!
 
Have a great week ahead.

Channelizing Anger

Channelizing Anger
(Emotional Management for Personal & Professional Growth Series)
 

We are aware that anger in the workplace affects the self and the environment as well. It is an outcome of our inability to cope up, non-acceptance of reality, and high expectation.

Some people are developing the capability to channelize the anger for positive turnout. Let me narrate one incident which i have witnessed some time back, and i learned a new insight as well.

I attended a public seminar in which all the age group people attended along with the family, including kids. The speaker is known for the "family wellness" subject, and he was invited to deliver a lecture. So i could see many married couples along with the kids in the hall.

The speaker was delivering the lecture. At some point in time, there were noises from the group of kids. There were chatting, playing, laughing despite their parents tried to control them. The interruption continued frequently, and some audiences got distracted towards the disturbance, and some people got irritated.

Having noticed the disturbance and initially got irritated with it, the speaker turned the audience and said," Let us focus on our objective." He then continued his speaking with enthusiasm and finished the lecture successfully in amidst of the disturbances.

In this incident, the speaker had choices to get angry with the parents like other audiences or asked them to move out of the hall. Knowing the targeted audience background and his purpose of delivering a lecture to them, he channelized his energy to convince the disturbed audience. He went ahead with high energy whenever he countered disturbance.

He put the purpose on a high level than on spending energy on low-level activities even though he has all the power to execute the choices at those moments.

The key lesson for me is that when we focus on petty things, we get angry frequently as the world is not perfect. When we divert our focus on higher purposes, some of the insignificant things cause anger can be avoided and channelized towards higher goals.
 
How can we apply this learning in professional life?

Whenever we are about to get angry with someone in a professional environment, we need to be aware of whether we are going to battle for petty things or shifting towards a higher-level purpose.
 

Understanding more about YOU

Understanding YOU  
(Emotional Management for Personal & Professional Growth Series)
 

As we are aware that self-awareness will improve emotional intelligence at work. Before going into the next methodology of self-awareness, let us understand the rationale behind every behavior at the workplace and the inner personality with the following framework.
 
               
What we see externally is only BEHAVIOR, and if we would like to improve the positive or negative behavior for betterment, we need to work internally. As shown in the framework, the behavior is an outcome of internal emotions or feelings, and the emotions are the outcome of attitude towards work or life or anything. The attitude comes from our values and beliefs about work or life or anything. What resides is our real inner personality.
Overall if you would like to improve the management of your emotions at the workplace, you need to work on inner personality.

Let me narrate my personal experience in changing the behavior at the workplace as it may not be appropriate to take common experiences. You can relate to your own experiences for understanding the concept better.

When I was working as a project manager, in one instance, the project deliverables were about to fail. I lost my temper, behaved rudely with junior colleagues, which was immature and not at all acceptable in the professional environment by any justifications. However, i could narrate the reasoning behind unacceptable behavior through the framework.

The unacceptable behavior is an outcome of my internal emotions like fear of failing in the project, in turn, losing personal creditability. The fear comes from the attitude of looking at the work from a self point of view. The attitude was if something committed, it must be done at any cost. From where this attitude comes from? It comes from the values and beliefs that i was holding about myself and work. I valued more of pride in achievement, commitment to deliverables, and i believed that the project is a straight line like an operational task. I  wrongly believed that plan should not have any uncertainties. All those beliefs, values, attitudes, emotions result in the behavior.

If i  want to improve the behavior, then i should look at my false belief about the project nature,  self’s unrealistic expectation, attitude towards self and work, then only unreasonable fear of losing personal value with one failure would disappear. Once the emotion of fear is in control, i  am in a state of reasoning the root cause of the failures. Then it would enable me to display more positive, balanced, mature behavior externally to the team.

The point behind the narration is that every one of us needs to analyze ourselves at a deeper level on every positive and negative behavior for the transformation.

It takes time and needs the patience to improve self. The more you do self-analysis, the more you become emotionally stronger in both personal and professional life.

Let us discuss more beliefs and values next week!
 

Learning Emotional Intelligence

Some time back, i requested feedback on the topic to be discussed for our personal and professional growth. Some have expressed  the requirements indirectly the struggles they have at a personal level and the workplace as follows

• dealing with the decision dilemma
• managing the boss and the colleagues
• how do we know we are on the right path?
• developing charisma
• improving interpersonal skill
• managing the conflict and difficult people
• overcoming stress

When we observe all the struggles, most of them are related to emotional management only.

Emotional management can be defined as the ability to recognize and regulate emotions in ourselves and others to make effective decisions.

When we are aware of ourselves in terms of our values, beliefs, strengths, areas of improvement, and if we learn to know how to deal with the emotions of others, we can become a better person. That awareness brings the ability to manage all the challenges in the workplace.
 
 For the last 30 years, the modern business world packaged emotions related aspects into a new theory, termed as Emotional Intelligence or Emotional Quotient and a lot of researches and books have been written on that subject. When we go in-depth of those theories and researches, one after study either supports or counters previous findings, and some of them are not considering cultural differences.

One thing I had realized that reasonable emotional management is already in our culture as we encourage more family systems and our ancient mythologies also insist upon emotional management. The Bhagavat Gita starts with the emotional conflict of Arjuna, and Krishna taught more to bring emotional stability as part of his teachings.
 
Hence, we need a holistic approach to look at our personal and organizational challenges in dealing with emotions from our culture, a combination of emotions, and a spiritual perspective. Also, to bring a transformation at an individual level on emotion management, just theory alone is not sufficient, we need to experiment, and self-realization is required.
 
With that context only, we are going to discuss "Emotional Management for Personal and Professional Growth" in the coming weeks with an in-depth explanation of some of the concepts, real-life examples, small actions, and sharing the personal experiences. We focus more on our discussions with reference to workplace challenges only.
 
Given below the broad area of coverage.
 

• Knowing self – Strengths / Values / Beliefs / purpose /balancing in all aspects of life
• Controlling and Managing our emotions for positive turnout
• Achievement drive – self-motivation/ finding passion/ taking responsibility / being in energetic mode / Looking at the work and people from a karma perspective
• Managing Others – background/understanding and  sensitizing emotions  /developing others
• Leveraging relationship to achieve results – Leading change / Influencing / Building Team/ Improving communication

 
Look forward to your views and sharing your experiences.

Big picture thinking Vs. Micro detailing

Big picture thinking Vs. Micro detailing

A few weeks back, we have been discussing the need for big-picture thinking and the ways to develop at self-level and among the team. One aspect left out was  “ Which is ideal for the leader? Being big picture orientation or getting into micro detailing? When to switch in and switch out between big picture thinking and detailing?
 
There is no ideal style or state of thinking. Everyone should have both big picture thinking and micro detailing orientation. We need to know when to switch in and switch out as it depends on the context and situation. That awareness is essential. We can not always be in the extreme state as life is all about balancing, given the larger interest of others than self.

Some effective people are aware of themselves and able to switch in and switch out, and in both states, they bring value to the others and organization.
 

For example, 
 

I worked with a  senior colleague in an organization, who was regarded as a big picture thinker and visionary person. In a specific period, there was a huge demand for our products. Due to the supply chain issue, the team was struggling to manage the delivery crisis. He involved himself in the crisis, worked with micro details, and helped the team to sail through the crisis. At the same time, he understood the problem at the root level and thought about long term solutions. Post-crisis, he took some initiatives and solved the problem in the subsequent year. He brought the solution for the chronic problem due to his ability to switch in from the big picture to micro-level when it is required and the ability to see the big picture when working in detailing and solved the problem permanently. 

The point is as business managers or leaders; you need to develop the capability of switching in and switching out from big picture view to micro detailing and vice versa. This capability will help in sustainable growth.

*************************************************************
Additional note on this capability of switching in and switching out

Since I have the opportunity to work with more than 100 business leaders of small business, I did a little research on the leadership style (big picture orientation vs. micro-management) of those leaders. Only 47 % of the sample demonstrated both the capability during the intervention. Interestingly, there is a positive correlation between the business head who is capable of switching in and switch out and the consistent growth of the organization for the last 5~8 years period.

Whereas the business heads(41 %) who demonstrate a higher level of big picture thinking orientation and lack of detailing on a day to day issues, the organization struggles on the consistent growth or some organizations are stagnant or even switched to other businesses. Similarly, the business heads (12%)who demonstrate high on micro-level detailing also loses the sight of growth opportunities.

I am aware that many variables influence the growth or stagnant aspects of the business. I am not concluding that this leadership capability alone contributes to growth; however, it is also one of the contributors. We need to do more research on this aspect.

managing emotions in transition

managing emotions in transition

 

As discussed, three stages in the transition process in any change, and there are emotions involved in each step. Effective people are better at managing those emotional aspects.
 
During Expose to Change:

It is natural to get all the emotions like shock, angry, upset. The key is to be aware of those feelings and how you are passing through it. Some people, when they are not aware of it, they react to those emotions by way of outburst and spoiling the relationship.

For example,
you might have observed that in the origination, the moment the boss proposes something, the immediate reaction from any one of the subordinates is "NO" or "NOT POSSIBLE". This is the outcome of inability to manage the emotions during expose to change. (But the same person might have anchored the change successfully but leaves the impression that the person always a skeptic and cynical! )

Hence, this stage calls for awareness of emotions and neutralizes it by calm, listen further, and move on to the next step.

Immersion stage:

Once you pass through the first stage, in this immersion stage, you are mentally accepting the change and undergoing the consequence of the change.

When you feel "Let it Go," that moment, you are allowing yourself for the change or transformation to the next transition.

Recovering stage:

In this stage, you are in reflective feeling and analyzing the pros and cons of the changes. You are discovering a new self, which is more rewarding due to the change event.

For example, when you accept that you need to relocate to a new place as a change, in this phase, your mind took the change and started weighing the good and bad. You are about to see the big picture and some insights as well. That is when you are ready for a transformation.

The point is whether the change event is big or small. Naturally, everyone will undergo three phases of transition, and each stage consists of emotions. How you are aware of feelings and getting new perspectives makes you effective in handling any change!

Why do we resist change initially?

As discussed, the change happens due to self-decision or imposed by the environment or others. When the transition happens from external, we find it more challenging to cope up. The reason could be our mind is evolved to 
 

• Seek certainty by maintaining the status quo
• Seek rewards and happiness
• Avoid any form of threat to current lifestyle
• Minimize the energy to spend on new experiences

This comfort is natural.

Some competent people are aware of the emotions during the transition process, and if we understand the process, easy to manage the transition smoothly.

When others impose the change, everyone needs to undergo the three stages of the transition process. In each step, there are emotions involved. If we manage those emotions in each process, we can handle any change process.

Three stages of transition in any change

 
For example,

In a working place, you are with high expectations of getting a promotion in your job as you believe you are reasonably performing well.
Now you hear the news that you are not getting expected the promotion. That is the change event you need to manage through three stages.

Expose to change:

You heard the news that you are not getting a promotion. The moment you understand this, you are getting shocked, getting angry, start blaming either your boss or organization, feeling low due to a helpless situation, and then becoming upset or sad.

The way you are managing those emotions during the exposure stage is all about managing the transition process.

Immersion stage:

Once you pass through the exposure stage, now you hear the details or justification for not being promoted. You are profoundly going through the disappointment phase
During the phase, you are absorbing and mentally accepting reality.

The way you are managing those emotions during the stage is all about managing the transition process.

Recovering stage:

Then, once you pass through immersion stage, you start introspecting for not being’ promoted, weighing the pro’s and con’s of promotion and you will be getting new insights about your improvement avenues.

The way you are managing those emotions during the stage is all about managing the transition process.

The duration of the stages may differ people to people from a few minutes to a few days !

In all the stages of the transition process, the way we are managing the emotions and look at the emotions from a different perspective is the key to managing any changes smoothly.

Let us discuss those parts next week!

Managing Changes- Is change good or bad?

Is change good or bad?

As discussed last week, change is a continuous event in life, and we need to master the emotional aspects of the transition process.

In personal and professional life, most of us encounter the following changes.

•   Relocating to a new place
•   Changing job from one organization to another
•   Change of boss 
•   Shift in career 
•   From the audience to the active presenter to knowledgeable group
•   From employee to self-employed
•   From individual contributor to people manager
•   Learning a new skill to improve professional growth
•   Being a bachelor to married 
•   When an unexpected event happened from our plan 

When you look at the list above, some of the changes are imposed on us by the circumstances or by others and some of the changes we initiate on our own.

For example, relocating to a new place is a change that might have occurred due to others or by our own decision.

Depending on the nature of the change and the inward or outward momentum, the transition process creates different emotional turbulence inside.

Is change good or bad?

Most of the time, the change brings progress only, either in terms of comfort, wellness, material prosperity, or mental maturity.

For example, one of my known friends was asked to relocate to different geography of the same company, without much change in the positional, materialistic, job profile. But the change in a location exposed the friend to the new experience of handling people in different geography and helped him to accelerate the career at a later stage. 

When you relate to the changes in your life, you also will conclude that most of the changes brought good things in your life.

Having benefitted from the changes most of the time, but why do we initially resist the change?

Let us discuss it next week!

Have a great week until then! 

Managing Changes

 

Throughout life, one thing is continuously happening to every one of us  “change.”

The change is either triggered by external factors or our self-drive. Whether the change is internal or external driven, the process of transition is mostly painful. The pain is not due to specific CHANGE event, but due to the TRANSITION  process, which we undergo internally.

What is meant by change?

Moving from existing, comfort state  to new, unknown perceived discomfort zone



In between moving from a comfort state and settling down in a new state, we undergo a psychological transition process.
 
For example,

You are informed that a new boss is going to head to your organization. The moment you get the information, you may undergo internally mix up of emotional reactions and thought process like

Whether the new boss is comfortable to work? (doubt)
What will be his / her expectation, will we meet his / her expectations? (anxiety)
Will there be any change in my job profile or growth aspects? (fear)
 
Likewise, there are many changes for which we undergo different emotional reactions depending upon the nature of change.

When we do not know to manage the emotional transition process, we become a victim of the change event, and eventually, we lose the growth potential.

There are many books had been written on change management from an organizational perspective. In my opinion, we need to learn the process of transition from a personal perspective. If we are aware of the process, then as a manager or leader, one can drive the change management quickly at an organizational level as well.

Hence, we need to be aware of the change management process on the following

• Change management  process and the emotional aspects in each stage
• Knowing to manage the emotions at each stage
• Some insights of changes to our quality of life
• How can you proactively initiate some of the changes internally driven?
• Leadership role in managing the changes smoothly in an organizational setup

 Let us discuss next week and solicit your views!

How to change the mindset of others?

One of the frequently asked questions in most of the conversation with business head or managers is, “How to change the mindset of my team?”. Business head intends to change his fellow manager's thought process or mindset. Similarly, managers also expect to improve his fellow reportee’s thought process.It is reasonable expectation a senior person likes his team member to look at the things as he sees.

Let us understand the process of changing the mindset of others.

Mindset means we set our mind or thoughts towards something in a particular fashion and our behaviors/actions are in line with thought process or mindset. Now as an elder, if you want to change the mindset of others, you need to feed their mind with new thoughts or experience or new learning, then only old mentality disappears, and new mindset or thought process settle in. That is merely enhancing the mind to accommodate a new way of looking at things.

If you understand this process, as an elder, your job is to continuously educate or communicate with your fellow team members till they enhance their mind. You need to give a new exposure in the form of training or further learning. That way only, you can change other’s mindset towards business.

The point is that educating or communicating or exposing for new learning is your responsibility. Are you owning responsibility and spending your time, energy towards developing your team is the point of self-introspection!