Fear of Change

So many things inspire us here at Courageous Leaders, and this manifesto, Practically Radical, about leading change and making a difference is right up there.

Leaders, now more than ever, face ever-increasing tension as they strive to absorb information, lead effectively and meet the increasing expectations of all their stakeholders. It’s so easy to just take a traditional route – essentially doing things the same with a little bit of tweaking here and there to stamp their own impression on the process.

So in this era of high competition, to take a new way of viewing what we’re used to seems to be necessary in order to succeed. Apart from it being a difficult thing to do, why else don’t more organisations try to step outside the box?

Fear.

Fear of change, fear of failure, fear of losing control, fear of being blamed.

How does a leader harness their fear? How does a leader use it to strengthen their resolve and transform their organisation and their people to great things?

We believe it’s with courage, with trust and with empowerment – from the top level existing leaders, right down to the foundations of emerging leaders. Courage to make decisions around the changes that need to be made, trust that leaders and their teams will continue the journey of change that has been started and empowerment of people – trusting and honouring the intuition of colleagues and peers as they adapt to the changes that have been made.

What do you do to overcome fear of change?

The Control of Anger

While meeting with a newly promoted existing leader we got talking about the changes he wants to make within his leadership team and within the Organisation as a whole. He explained how he has "set the marker" for no more anger within his team.

He passionately explained to me that there is no reason to exhibit such an emotion at work and absolutely no place for using it when asking people to get work done.

This got me thinking - and I acknowledge people will always experience anger at sometime or another - what this existing leader is asking people to do is not to take this emotion "out" on other people.

Having the emotion of anger is not a bad thing – indeed it can be constructive and, in some cases, be indicative of passion. It is how one chooses to use that emotion for their own development and how they choose to control their own reactions by not taking it out on others.

This is courageous and would certainly make for an empowering and constructive work environment. I am looking forward to seeing his progress as he holds people accountable to this expectation.

The Changing Face of Leadership Models

After reading this article on Google’s innovative management structure, I started thinking about additional ways a bi-generational leadership team could help businesses to grow.

Underlying much of what we do at Courageous Leaders are such things as looking at the future sustainability of the business we’re working in, believing in and working towards behaviour change that contribute to that future sustainability and courage in leadership – all of those daily acts leaders are required to do that need a little bit of courage to approach, confront and overcome.

Future sustainability of the business for us means integrating the people and the organisation – having an alignment of goals and purpose within the company’s culture. A mixture of characteristics attributed to Generation X, Y and Baby Boomer leaders could help achieve just that;

-          the drive and dedication that characterise Baby Boomers coupled with the self-worth they derive from their work,

-          the balance of work and life that Generation X strive to achieve and their adaptability to change,

-          the global, technologically savvy outlook that Generation Y possess in addition to their propensity to enjoy being mentored by older generations.

It sounds like a dream combination!

The behaviour changes that would need to occur from an old-style vertical hierarchy would be huge – the entrenched systems, processes and ways of working that have been carried out for decades would need to be recalibrated.

Baby Boomer idealists who believe they can change the world and question the status quo should have no trouble changing processes that no longer make sense, Gen X we have already mentioned adapt well to change and Gen Y are seen as cooperative team players.

Although the general characteristics of these three generations appear to point to the logical - and seemingly smooth - conclusion that multiple generations at the helm do make a stronger company, there is a courage required to make it actually work.

Courage to share leadership where previously there has been none.

Courage to give and receive feedback where misinterpretation and indignation is likely.

Courage to embrace personal responsibility in ensuring the behaviour changes that have been identified as necessary to succeed are continued, despite the easier option of returning to the status quo lurking.

Do you think bi-generational leadership works? Why or why not?

Value and Loyalty

I read this article about employer loyalty back in November but it seems to me it has almost become more relevant now as people return to work after the festive season.

The article discusses the things that are valued by employees now – flexible working arrangements, trust, career development opportunities versus in the 80s – luxury cars, overseas trips and long, boozy lunches.

Although money still remains very important, career progression and flexibility run not far behind. At the heart of it, employees want to be trusted and valued Trusted that they know how to do their job and will do what it takes to do it well, and valued for the time, effort and passion they put into their role.

It’s a courageous leader who can step back and allow that trust - a courageous leader who has self awareness of their own strengths and weaknesses, and who leads through the use of tools such as; engaging in conversation to know their employees values and work ethic, giving (and receiving) feedback, building relationships, resolving conflict.

All of these tools make employees feel valued and leaders can then offer those intangibles such as flexibility, career development and healthy work relationships that incite loyalty. Courageous leaders know what makes their team members tick – so they trust them.

Now, after the festive break, is the time when people have had the opportunity and space to reflect on what changes they are going to make in their lives - especially in their career.

Loyalties will be tested and more people will take the courageous leap to find employers who are a better fit for them – unless something changes.

What do you do to inspire trust and loyalty in your work relationships?

- Leah

Giving Feedback Upwards

Giving feedback upwards to an existing leader is always incredibly challenging – not only in making sure you get your message across and that it is heard, but also the anxiety that accompanies the unknown of how the recipient will respond. For many emerging leaders, giving feedback upwards is a difficult, cumbersome and fearful experience.

When preparing to give feedback upwards, there is something to remember: it is that you REAP what you TOLERATE.

If you continue to put up with the experiences created, the behaviours (good or bad) exhibited and the demands that are being made then you are giving feedback already - that it is OK for you to be treated in this way.

Silence is tolerance and therefore acceptance.

Courageous leaders (and courageous emerging leaders) don't tolerate, they ENGAGE in the feedback conversation no matter the feeling of fear. They step out onto the ledge of learning (that narrow, unguarded, unsafe ledge!) and have the conversation.

Have you given feedback upwards? How did you go?

- Mandy

Owning the Feedback

My last post on giving and receiving feedback got me thinking about previous experiences. I have found that whilst facilitating workshops on giving feedback, participants claim their biggest takeaway is the importance of OWNING the feedback.

This tends to be exhibited by;

- using “I” statements

- sharing the personal impact of the other person's behaviour.

For example instead of saying, "you were so quiet in that meeting. You really need to talk more"

You would say, "I really wanted to hear your opinion during that meeting and the impact of your silence is that I feel like we missed out on your input. That frustrates and disappoints me."

What a difference is made when we own our feedback – in the example above the message is the same, but the delivery means the receiver of the feedback feels valued despite their recent lack of participation. They are being encouraged to have self-confidence by speaking up whilst also pointing out the impact of their behaviour.

Courageous leaders spend time preparing for the feedback conversation so that not only is it very clear that they own their feedback, but that the feedback is constructive.

- Mandy

The Gift of Feedback

Giving and receiving feedback are incredibly challenging conversations for anyone no matter how skilled and how emotionally conscious. It is a topic I have discussed in a previous blog about our natural response to then label those giving the feedback – particularly if it is not as positive as you’d like.

This was confirmed in a recent experience as I facilitated conversations about behaviour and performance in a group workshop activity. I found myself beginning to be labelled and almost blamed for the actions and responses of others. Fortunately it was the wise words of a participant that caught everyone's attention when he claimed, "we need to stop blaming Mandy and finding excuses for the way we behaved - all she did was hold up a mirror and we haven't liked what we saw!"

It was an insightful comment – and is the best way of visualizing such conversations. When giving feedback, remember people may not like what the mirror reflects so be patient, be kind and remain vigilante with your focus and your truth.

When receiving feedback, remember to see the mirror as a precious gift that presents fabulous opportunity if you let it. In most cases, the person giving the feedback is trying to help you grow, learn and improve. Pushing back on them and not heeding (or hearing) the truth of the conversation only impedes your progress as a courageous leader.

Courageous leaders know that giving and receiving feedback are the conversations you have to have if you want truly inspiring and trusted relationships - because we know we reap what we tolerate!

- Mandy.