The Plan - Lead - Excel Letter

The fundamental uniform fact in nature is constant change. Heraclitus.

Sometimes leaders initiate change. More often they must implement change that's initiated by someone else. That's not always an easy thing to do, especially when the change doesn't make sense or seems contrary to the good of the organization. What's the best way to manage change implemented by higher authority?

First, let's dispel a very persistent myth. From my first days as a new supervisor I was told that once a decision is made, I must move forward as though it was my own idea.

Hogwash!

I've never known anyone who could really pull that off. Those that try appear either insincere or out of touch with the realities of the organization. If you don't agree with a change, or feel it may be detrimental to the organization or its people, appearing to embrace it as your own will be a significant hit on your personal integrity. If you do that too many times, the internal conflict can even become a health issue.

So what's a leader to do? There's a simple method that works and will keep you straight with your people and yourself. But first you must accept that everyone answers to someone and must from time to time implement change they may not agree with. Leaders have two options: implement the change, or find another job.

The first step must occur long before any change is suggested. Gain a complete understanding of your organization and its people. Develop an open relationship that allows communication to flow both ways. It's essential for you to know what your people are thinking and for them to know you're concerned with what they think.

Then, when a change is suggested, you're prepared to address it and its effects on your organization. With that knowledge you can approach the boss with concerns and suggestions - privately. A public challenge puts the boss on the defensive making him or her much less likely to hear or accept your concerns.

When you've clearly expressed your thoughts and a decision has been made, you are obligated to implement the change to the best of your abilities. That can be difficult but it's what you must do.

The next step is to present the change to your organization. If you present the idea as your own, when it's clearly going to be a problem, your people will either think you haven't been listening to them and don't really understand, or that you have sacrificed them and your integrity for points with the boss. Either way is toxic for a leader.

Instead, clearly explain the pending change. If you presented a rebuttal, you can explain that, but don't bad mouth the boss. Simply say that the boss heard your concerns but felt it was necessary to proceed. If your rebuttal resulted in a modification of the original idea, you can mention that. It will show your team that you really have expressed their concerns. People want a leader to fight for them.

Finally, you must actually implement the change. Do this by telling your team that you need their help in finding the best way to approach this change and make it positive for the organization. Who knows, it might actually result in something good that no one anticipated!

As a leader, you're obligated to support your boss, but you must not trade away your integrity in the process. You can implement change you don't agree with while doing both.

Next month, implementing the boss's change.