Change leaders have so much going on that it’s easy to become overwhelmed by the multiple demands of their team, their colleagues, their bosses, the project managers, their regular workload – let alone home life demands.
More and more, mindfulness is practised as a way of dealing with the ‘noise’ and to enable focus to make headway through the workload.
This article from the HBR blog explains what happens in our brains when we practice Mindfulness.
It’s a short, simple explanation that makes sense.
You can’t share this with anybody
Resistance from the start
- we never had to do this before – they just want us to do more but without any extra resources
- we haven’t got time
- why should we do it when we just cop flack because of problems that are not in our area
- it’s just a fad – we’ve tried it before and nothing happens even if we send them the feedback
Had David implemented the change badly??
- Reasons: he believed his team knew and understood the reasons for the new process. It was part of the company’s drive to get employees to take responsibility for their role in the bigger business picture and improve the company’s brand and reputation. That would translate into new, and importantly, repeat sales and loyalty. He had told them this in the weekly team meeting.
- Implications: David said that he told them about the change in work process at the team meeting, then asked them to identify and think about the implications and consequences of the new process.
- Values: again David believed that the team would be comfortable that the new process fitted with their values.
So why was the team so reluctant to implement the new process?
David is a role model – for what?
Walk your talk
Mirror, mirror on the wall…
As a manager, you are always on show
David was his own saboteur
Shopping while you’re waiting for a train (it’s delivered once you get home!), is an example of what Dominic Thurbon describes as digital disruption:
“… digital disruption means that schools, supermarkets and banks are not just ‘places’ anymore, and so it is the same with ‘work’.
Digital disruption means that work is not a place. It’s put beautifully in the World of Work report from Randstad: work is changing from a being place that you go, into a collaborative process.”
So if work is not a place, then:
“Some of the obvious effects of this are already clear – flexible working arrangements, remote teams, virtualisation are becoming de facto norms in many organisations. Although it is also worth noting that there is growing evidence that management capability is not keeping pace with the changes in work style (many managers, for example, are used to managing teams by presence and visibility, which obviously doesn’t work when your team is remote, and must be managed by productivity and output!)”
Game changer indeed – requiring masterful change leadership. Is your organisation up to this kind of challenge?
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