In the roll out meeting heads nodded and we had agreement.
BUT one area so far of resistance is
Meaning; Did the directors have the skills to accomplish the change that was required?
Talking to the managers the answer is NO.
This falls into a systems-drive-behavior problem not a people problem.
The system was changing and the organization (and the managers) did not determine what skills existed and where needed, develop / train / reinforce and lessen the learning anxiety of these skills to be effective.
Now we see anxious managers creating more anxious staff and executives…creating a false start on this change.
How to fix this?
It may not be that easy, and working with the team through the following questions will be effective.
- In what ways might the staff and your existing skill set be useful for the change?
- What new skills will be needed?
- How will you accomplish training these new skills?
- Explain, in detail the necessary skill set for completion of change (if multiple people have/need multiple skills, list the key responsibilities of the change and the necessary skill sets for success)
- What skills will you as leader(s) need for implementation of the vision?
- How can the Leadership team partner with you to enable completion?
- Can we partner those weakest in the skill with those that are more accomplished?
- How might support be offered in the long term to reinforce the skills?
- What kind of job-aids can be created to reinforce the skills?
- What small steps of achievement and recognition can we develop?
What do you think?
Have you had to make a change to your work, while lacking the necessary skills to be effective? In what ways might you have solved this?