What Conversations are Needed for Transformation?

Conversations

Don’t underestimate the power of open-minded conversations.

If you are like most organizations and leaders, you are experiencing disruption. You are experiencing pressure from within and outside your company. You are introducing new technology, you are facing greater competition, you have changes in leadership and focus. You worry about engagement and having the right talent.  You need people to think and behave in a different way to achieve challenging goals. Sometimes it is a matter of life or death for the future of the enterprise.

For example, an organization we worked with experienced a merger where very different cultures joined. There were conflicts among leaders about where to spend resources and devote energy. There were different perceptions about what was needed with different demands from senior leadership and the external clients. The misalignment and conflicts were felt throughout the system.

We spoke with the leaders to understand their perspectives and brought them together for open-minded dialogue. They needed to align as a leadership team and organization to make a real difference for clients and to survive in the increasingly pressured marketplace.

First, the leadership team needed to build trust. This was not easy. However, once the different perspectives were shared and each identified what they needed to feel respected they found common ground and that they could see themselves as the team to succeed.

They created a shared vision and aligned around where they would focus energy.

They found synergies when they stopped fighting one another. They agreed on their roles and responsibilities and developed processes such as cadences for how they would communicate with each other and the organization.

They clarified the kind of culture they wanted and the mindset and behaviors they expected. They agreed to move from competing with each other to achieving together. They planned to move from each group acting as an island to finding and benefitting from synergies. They planned to move from excluding to respectful inclusion and dialogue.  They agreed to say “we” rather than “they” when referring to each other.

There is great power in bringing a leadership team together for dialogue. Open-minded conversations are essential for transformation. No matter how compelling the need for change, it requires real understanding and agreement on how to co-create a future together. Too much energy is wasted when there is talking at one another or polite talk.  There needs to be genuine understanding, alignment and agreements. Of course, the conversations need to continue among the leadership team and throughout the system.

Conversations are key to creating a shared vision and culture to achieve goals. Don’t underestimate the power of conversations for transformation. How are you promoting transformational conversations?

Please join us for a free, introductory Zoom online webinar on Leading the Transformational Retreat, on August 23rd @ 12:30 pm Central Time. 

https://bit.ly/2M9x6O6

In this program, we will hear your challenges, offer insights and share a powerful coaching model we use to support leaders and others in creating, launching and sustaining transformation in their organizations. We will also answer questions about our upcoming half-day, live, in-person seminar program September 24th in Chicago on supporting leaders in creating, launching, and managing culture change.

 

Embodied Decision Making

 

Stop_Decisions“I don’t know what direction to pursue.” “Should I change jobs or start a business or stay with my current role?” “Should we have a baby?” “Should I apply?” “Should I say yes?” Often coaching clients are stressed over important decisions and even less important ones. We have so many choices and each has consequences.  When we say yes to one road we are losing out on the other. Sometimes we do have to make a choice rather than try to do it all.

We can write a list of pros and cons for each choice and even then the ideal solution is not apparent. Sometimes we are trying to make a decision using our analytical skills without listening to what our body is revealing.

We each have a set of unique values of what is important to us. When we are honoring these values we generally feel at ease and choices are smoother.  For example, a client was deciding if he should take a job offer. We reviewed what was most important to him. These included time with family, a challenge, financial security and critically important was space for creativity to address big issues without being second-guessed. When he has this freedom, he feels most respected, alive and on top of his game. He immediately felt assured in his choice after visiting how the options satisfied his values. He knew not just intellectually, but he felt his body relax and felt at ease with his decision.  Before checking-in he was not comfortable with the choices.

Sometimes we need a longer time to listen to our body and get a “felt-sense” of what course we will choose. A client was questioning whether to have a child. The challenge was that each time she thought of having a child, she immediately thought of reasons not to.  In this case, I asked her to experiment with imagining having a child for a week and notice her reactions and then she spent a week imagining not having a baby. She became aware of concerns and also excitement about the possibilities. Sometimes we need to give ourselves permission to try on different options and pay attention to what we notice or sense. She eventually decided to have a child and most importantly, her head/analytical and body and intuition were congruent with the decision.

Trust the clues your body is giving you when you have reservations about a decision and then respectfully listen and learn. You may practice this more easily for simple decisions like what to order in a restaurant. You can build the muscle of listening to make embodied decisions.

Having the intention and practicing to listen within is a key competency of emotional intelligence.  Make it your intention to pause and check-in with yourself. What do you sense?

Knowing yourself is the beginning of all wisdom.”—Aristotle

Contact us at any time.

We’re in this Together: Begin a Conversation

Juggling

Our task is to free ourselves by widening our circle of compassion to embrace all living creatures and the whole of nature and its beauty.   —Albert Einstein

It’s not hard to notice that we are becoming more and more polarized and engaging in less conversations as we experience more disruption. We are plagued by volatility, uncertainty, complexity and ambiguity.  No doubt, globalization, technological changes, diversity (including four generations in the workplace), political and environmental developments and the rapid speed of change is creating fear and worry for many. 

Neuroscience research is showing that we are reacting to changes and that our emotions of fear and distrust are contagious. The lack of trust and worry pervades communities, workplaces and homes. It is easy to blame others. There is a need for respect and hopefulness. The challenge is that we all perceive respect differently and we need dialogue to understand what people need to feel safe, valued and creative.

There are solutions available. If we adapt an open mindset and have the skills and courage to engage in conversations we can collectively create solutions that will benefit all.

When working with an organization, managers and others can easily focus on what they perceive is wrong with their peers and resort to conflict and resistance. However, when an environment is created for listening, empathy and understanding the team embraces their common goals and are able to work collectively together for a larger vision. I believe that we can each be leaders by noticing our reactions and shifting to being open and looking for creative possibilities. I think of this as creating an oasis-like environment where we are appreciative of what is working and what is possible.

Organizations and individuals generally want many of the same things. However, without real conversations it is easy to assume negative intent of others. Instead, when choosing to assume positive intent and being open to listen, transformation is possible. None of us can see the whole picture or have all the answers.  We need each other and we are in this together.

Conservatives want to conserve what is working and good in a system and progressives want to make things work and be effective. There is common ground. However, when people become fundamental and assume that only their way is right, there is little room for understanding and effectiveness. And so much energy is wasted that could have been devoted to bettering the system for all.

You may wonder, “What can I do? I am just one person.”  However, we can each contribute to a better workplace, community or family.  We can choose to be open to others who may appear to have different perspectives. We can engage in conversations and simple acts of kindness. Take the step of listening and supporting another person today.

For example, we can choose to engage with someone from a different group who may look or seem different. A manager can be open to someone he or she rarely engages with. People with different philosophies can speak with one another about what is working and what is possible.  If we each choose to take small steps we will feel less polarized and see more potential. We will feel like we are doing something constructive rather than feeling out of control and helpless. Many of us engaging in open-minded conversations with a commitment for positive action for the benefit of all will make a difference.

This can be a time of opportunity. Notice your emotions, breathe, focus on possibilities. Engage with someone who has a different perspective. Listen and expect new options to emerge.

Make Time for Conversations in the Face of Urgency

Conversations

People are not pulling their weight. I am replacing my team members. I am disappointed in what people are achieving. I feel I am carrying the weight of the challenge on my shoulders. I don’t have time for conversations or to develop people. I need to be successful or my tenure is at risk.

The disruptions in the marketplace and sense of urgency are resulting in many shifts in leadership and a sense of uncertainty.  Often the magnitude of change and need for transformation are so apparent to leaders that they sense they don’t have time for real conversations. However, without open-minded conversations everyone is operating with their own assumptions and a lot of energy is wasted on guessing, resistance and defensiveness that could be directed to solving challenges. People start focusing on who may be let go next and their creative energy is drained. The opportunities for synergy are missed.

I know, it feels hard to create time when you are so busy with meetings and planning. Plus, you sense it may not be worth the effort.

There is nothing more exciting than working together to achieve a challenge that seems almost impossible. This requires a sense of trust and open-minded conversations. When I ask people to share peak team experiences they recount times when the odds against succeeding seemed slim, yet a team of people focused on a common vision, used their strengths, communicated effectively and creatively won the prize.

Executive Coaching clients often report that conversations with team members and staff make all the difference. The air is cleared, multiple perspectives are shared and people can align and conquer challenges together. They agree on where to focus and save energy by building positive and productive relationships.

In the face of urgency and the need for transformation, make time for Open-minded conversations.

“Keep your mind open to opportunities. They are closer than you think.”—Anonymous

Contact us at any time.

Advocate for Open-Minded Conversations at all Levels

 

Open-Minded_Conversations

Alone we can do so little; together we can do so much.”—Helen Keller

A leader told me that he was excited about a big new initiative for his company. The board supported the new direction, which he believed would result in increased market share and exponential success for the company. He asked me to facilitate a team retreat to work on implementation.

In preparation for the meeting, I spoke with participants to learn about their views about the new initiative and what was needed to proceed. It became clear that not everyone was on board and that it would be a challenge to gain support from the various roles. This is not an unusual finding. Often, the senior team has been so involved planning a new initiative that they fail to realize the process for creating alignment. It cannot occur by broadcasting the change and expecting people to joyfully make the change. We know that approximately 70% of change initiatives fail. A primary reason cited is resistance to change. In reality, it is because people have not engaged in real open-minded conversations. Often people see the problems with new initiatives and are genuinely concerned about the well-being of clients, staff and the organization. People see things that the senior leaders do not. Senior executives forget that they have a different perspective and have been living with the challenge for some time.

To create real change people need to understand and embrace the new way. It is important to have meaningful conversations around the current state and to agree on the urgency for transformation. This is best done in an open and safe environment where people can share their views and genuinely listen to one another. Ideally, key people and groups collectively understand why a shift is needed now and the implications of doing nothing. Given the disruptions in the marketplace the need for transformation becomes compelling.

With the need for transformation established and the benefit of open-minded listening to the various stakeholders, the group is ready to establish a shared vision that can be the leverage for upcoming changes.

When people feel respected and that they are heard and aligned with a direction, the implementation flows more smoothly. Those impacted by the change have energy for developing and implementing change because they are involved in the conversation.

I have been fortunate to facilitate many leadership retreats and stakeholder conversations and experience the sense of magic and energy when people do engage in open-minded conversations and create a direction together. It is palpable to see the energy released for transformational change. Organizations embark on new endeavors and relationships are enhanced and become more productive. People learn to “assume positive intent” and not to make people wrong for their views. During these times of disruption, no one can create a real impact alone. We need each other’s strengths and diverse perspectives.

I encourage you to advocate for open-minded conversations at all levels—among leadership teams, across units, with clients and between colleagues. I introduce the OASIS Conversation process in organizations to foster meaningful dialogue.

A colleague and I are offering a workshop on how strategic use of a leadership retreat can launch transformational change for your department, business or organization and your career in Chicago on June 25. Find out more about the retreat here.

Transformational Team Conversations

Teams

“If you want to go fast, go alone. If you want to go far, go together.”—African Proverb

Two organizations merged and Maggie became the leader of a critical function. Some of the managers from the other organization who now worked under her mostly ignored her. While she asked to be kept up to date about team progress, she continued to learn about things that she felt she should have been made aware.  She felt disrespected and began to speak negatively about the long-time managers.

I was asked to facilitate a team dialogue session. As part of the process, I spoke with each of the leaders and their teams.  As I heard the different perspectives, I could see that team members were operating with very different assumptions based on their experiences and they were not aligned.  They disagreed on where resources should be focused and how things should be done.

When I spoke with the managers and others in the function, they shared that they felt the leader was disrespectful. Her negative comments were relayed to them and they felt she did not understand the business.

The sense of disrespect and disdain spread to those who reported to the leader and managers. The team atmosphere was negative and people felt unmotivated and uncertain about the future. The leader identified whom she felt should be let go.  At the same time, the managers were campaigning against the new leader.

While this dynamic persisted much was being asked of this function that was critical to the success of the entire organization.

A big challenge for this team, and many I coach, is that there were no real engaging conversations. At a retreat, I created a safe and positive environment to enable all involved to respectfully hear the varied perspectives. Naturally, given their different backgrounds and assumptions, team members were not aligned.  Once we showed people how to assume positive intent and be open and curious, they were able to view the multiple perspectives without making each other wrong and being defensive. They were able to understand the current situation and what was needed. By then shifting to what was possible, the team was able to create a shared compelling vision.  Alignment on a shared direction, goals and agreements made a tremendous difference. We identified synergies and designed a concrete plan with accountabilities for success.

In addition to creating an action plan to move forward, the team members felt more connected as a team and trust was enhanced.

The power of positive and open-minded conversations for any team cannot be overestimated. This team was able to move forward together and actually enjoy working together.  So much energy was saved and mobilized for positive results.

A retreat or team dialogue workshop offers the opportunity for impactful conversations that enable alignment around a shared vision, mutual understanding on roles and responsibilities, clarity around processes and appreciation of strengths and solid agreements. Transformational change involves meaningful conversations that result in shifted mindsets and new behaviors.

Engage your team in open-minded dialogue to create a positive and productive climate with unparalleled results. You won’t believe the difference.

A colleague and I are offering a workshop on how strategic use of a leadership retreat can launch transformational change for your department, business or organization and your career in Chicago on June 25th. Register for the workshop hereWe are also offering an information about the retreat to be offered on June 12th. Register for the webinar here.