The Soderquist Connection
Winter 2008
The Emotions of Change
by Sandy Tush
Design and Delivery Manager/Facilitator
Change continues at a rapid rate. We must constantly learn new processes, master new technology, build new relationships, and open our minds to new ideas. As we embrace the new, we are frequently forced to let go of the old. A broad range of emotions can accompany these transitions. And each person works through it all in his or her own unique way. So what about the times when change is getting the best of us and negative emotions are impacting our performance and our relationships?
First, we must acknowledge that we are being impacted by our emotions and seek to identify them. Am I frustrated because I now feel inept in an area where I was once confident? Am I sad because I no longer interact on a regular basis with someone whose company I enjoy? Am I disappointed that the approach I believed in was abandoned in favor of a different plan? It may take some time writing in a journal or conversing candidly with a close acquaintance to unearth some answers.
Once we have gained some insight into what we are feeling and why, we can take intentional steps on a path of successful transition. Maybe training is available to learn a new skill. Maybe lunch with a new colleague can lead to a friendship. It is important that we allow ourselves time to develop new expertise and build new relationships. Becoming overly critical of ourselves just adds to the emotional distress.
If you are leading people through periods of change, be on the lookout for those who are struggling. A simple, caring inquiry as to how they are doing can be a powerful step in supporting them as they transition.
Book Review: Leading Change
By DeNisha McCollum, Emerging Leader Facilitator
Change is arguably one of the most difficult things to do in almost any given context. Yet change is exactly what we are frequently required to do in almost every context.
Though now over a decade old, John Kotter's sequential eight-step model for successful change navigation still stands as the definitive approach for addressing the complexities of sustainable change in organizational settings.
Kotter offers that change really begins with establishing a clear sense of urgency around exactly what it is that needs to change. Once established as credible, the next step requires that a coalition of people be gathered to lead the change initiative. At step 3, it is the responsibility of this coalition to frame a specific strategic vision around what is to change, how it should be done, and the associated benefits for such.
Step 4 speaks at length to the importance of communicating the vision. People without information cannot be expected to act effectively, yet those with abundant information are compelled to do so. At step 5, we are reminded that those called to execute the new strategy must be empowered to do so. Not empowered by today's standard of pass the buck and run, rather empowered through a leadership body, which truly enables them to accomplish the task.
At step 6, Kotter discusses the importance of recognizing short term wins as incremental change milestones are accomplished. Where some modern business mantra might suggest otherwise, here we are reminded that people inherently need recognition for the tasks accomplished, and affirmation that sacrifices made to date are worthwhile. Step 7 speaks to the importance of leveraging these gains to produce more change in the appropriate direction.
Finally, step 8 addresses the critical importance of anchoring the change in the organizational culture before leaving it to pursue other change initiatives. Current researches suggest that about 90% of organizational change initiatives will fail in their first six months. When we let up before the desired change is really anchored into the way the organization now functions, critical momentum can be lost.
Change is hard, and sustainable organizational change is perhaps among the most difficult. John Kotter offers that engaging this model to direct intention and effort will well position organizational leaders for the great task of Leading Change.
Click here to view and purchase the book Leading Change by John Kotter from Amazon.com
Results that Speak
The Soderquist Center recently completed a two-year assessment to determine the lasting impact of the Ethical Leadership Summit (ELS) and Milestone programs. Here is what we found out.
For ELS participants:
- Up to 2 years after attending ELS, 94% of respondents claimed to be more attuned to "ethical implications of decisions and policies".
- 72% of executives who attended ELS have formed networking relationships with other executives.
- 91% have become more effective leaders at work.
For Milestone Participants:
- Up to 2 years after attending Milestone, 94% of respondents claimed to be more attuned to "ethical implications of decisions and policies".
- 86.5% of Milestone participants have become "more effective manager[s] at work".
- 89.2% have changed behavior in workplace identified in their personal plan from the program.
- Nearly 60% have entered into a "mentoring relationship at work".
- 89.2% have "strengthened their relationships with colleagues" and 70.3% have "strengthened their relationships with family".
ELS is a 1½ day, invitation-only program for CEOs and high level executives. It is designed to be an introduction to the philosophy of The Soderquist Center as well as providing an opportunity for executives to interact with other senior leaders. Learn more.
Milestone is a 3½ day program for high-potential leaders. It is a time for leaders to step out of the every day rush and spend time solidifying their values and assessing their current leadership state. Find out more.
Did You Know...?
The Ethics Research Center has recently published the 2007 National Business Ethics Survey. The report revealed that ethical misconduct has returned to pre-Enron levels. It also shows the importance of a strong culture in reducing an organization's ethics risk. Below are a few key results from the survey. To find out more, visit www.ethics.org
- More than two in five employees who observed misconduct did not report it.
- Only 9% of companies in the U.S. today have a strong ethical culture.
- An effective focus on ethical culture reduces misconduct to roughly one-third to one-half the rate of companies with weak ethical cultures.
Find out how we can help you develop a strong ethical culture in your organization.
Tony Hawk to Leave the Soderquist Team
Tony Hawk, Director of Business Development for The Soderquist Center, has announced his resignation, effective February 1, 2008.
"The Center accepts Tony's decision with great appreciation for the time, energy and effort he has given over the last six years," said Andy Wilson, CEO. "We have benefited greatly from Tony's contributions, dedication and leadership. He will be missed, but I speak on behalf of everyone at the Center in observing that the future of the Center remains bright. We wish Tony the best as he prepares for his new adventure and continue to press forward on our mission to equip people with the transforming power of ethical, values-based leadership."
Tony has been a part of the Soderquist team since 2001. He served as a senior consultant and was responsible for expanding the Center's reach in the marketplace, assessing customer needs and determining how to deploy the Center's resources to serve them. Prior to his work at the Center, Tony was the Vice President of Corporate Relations for Resources for Living, an employee assistance organization serving Wal-Mart and other Fortune 500 companies. Tony served as Wal-Mart's home office senior employee assistance, work/life, and workplace violence consultant. Tony is also a Licensed Marriage and Family Therapist with extensive training in systems theory and has transferred that knowledge to organizational development. Tony has been married for over 30 years to wife, Terry and they have three grown children.
While we are sad to see him go, we share in his excitement for the opportunity that awaits him. Tony is leaving the Center to pursue an opportunity as Vice President of Human Resources for SecureWorks in Atlanta, Ga. With over 2,000 clients, SecureWorks is a leading security services provider. SecureWorks also won SC Magazine's MSSP of the Year 2006 & 2007, Best Intrusion Prevention 2006 and has been consistently named to the Inc 500 and Deloitte & Touche lists of fastest-growing companies.
"My priority over the next few weeks is to work with our dedicated and committed staff to ensure that our customers are taken care of and that there will be a smooth, seamless transition," Tony explained. "I am so proud of the work accomplished with my team and I'm most grateful to my colleagues at the Center and our partners who have contributed so much during my time here."
In the interim, Chuck Hyde, Customer Relations Manager, will provide leadership to the Business Development team and continue working with our customers, assessing and meeting their leadership and organizational development needs.