Knocking the Stuffing out of Change

‘Change’ is bandied about so much and comes with such baggage is it any wonder people get shivers down their spine at the first hint of it. Yet change is everywhere. So why does it have such negative connotations and why is it so difficult? 

From my perspective change conversations can be categorised into two groups – the practical experience and the theory. The discussions I prefer to have are around the former rather than the latter. As a delivery specialist theory doesn’t quite cut it when you actually have to deliver outcomes on the ground and adapt as situations come up. I’ve nothing against theory so long as it supports getting stuff done. Getting stuff done isn’t always that easy because things do change along the way – that’s reality. In order to keep up and still get stuff done we must adapt.

A Little Bit of History Repeating

There’s a song titled ‘History Repeating’. It’s performed by Dame Shirley Bassey and the Propellerheads. As noted in the Wikipedia entry on the Propellerheads, “the term ‘propellerhead’ is slang for a nerd”. This will make sense to anyone who’s ever worked on any initiative involving technology. But it’s not the band name or even Dame Shirley Bassey that’s triggered this post; it’s the title of the song and in particular the chorus. 

and I've seen it before

and I'll see it again

yes I've seen it before

just little bits of history repeating

In our daily work as managers, leaders and change agents we must stop being surprised when we see and experience time and again the same underlying problems, issues, challenges (call them what you will) with projects and change initiatives. We’ve seen it all before and we’ll see it again, it’s just bits of history repeating.

The Executive Factor

Ever wondered how it’s possible to add value through the work you do to an organisation, another person or indeed yourself?  Whether we’re permanent staff or have a bit more flexibility in our employment options it can be frustrating to watch as our ability to create and deliver valuable work is inhibited or stopped by the barriers erected or entrenched positions taken by others. It’s one thing for an organisation to have an appetite for getting things done, it’s quite another for them to actually enable it.

Which is how a recent conversation with a colleague of mine in the USofA kicked off.  Rob Schachter, of RBS Consulting, and I first connected on LinkedIn, as you do, and have been volleying our theories and experiences across the Atlantic for some months. The one significant thing we agree on is that Executives who give a damn make the difference to the work of change agents and whether that work will be a success or failure. Yes that’s right, they give a damn. They give a damn about getting stuff done. They get out of the way so others can do what they do best, and they care about how that stuff fits in to the bigger picture.

This post is a snapshot of our conversation. It shows how working with and for an Executive (sponsor or otherwise) who gives a damn makes for a positive work experience where value is palpable. Following are some of the lessons, principles and good (what’s best today may not be valid tomorrow) practices we derived from our experiences for the benefit of others seeking to succeed with their initiatives.

Buzz-off Buzzwords

It’s been an interesting few months. I’ve travelled from one end of the planet to the other 3 times (soon to be 4), visited with family and friends, met loads of new people, worked with some amazingly talented individuals and had what can only be described as an overabundance of stimulating conversation. 

Some of those conversations have included more than their fair share of buzzwords. It’s reminded me just how widely buzzwords, phrases and consulting speak are used. The fact they’re used isn't really an issue. It’s how, when and why they’re used that causes problems.

Why can't people just use plain language? Why do they have go populating everything with vacuous words that actually add no value to the sentence let alone the conversation?