Managing Change Archives - The Third Zone

Dec 08 2022

Today’s Business Equivalent to a Country’s ‘No Fly Zone’ … Employee No Contact Zone is Happening.

What seems like a l-o-n-g eight years ago I wrote a blog post entitled “From Germany … a Gift or a Wrench in the Machinery?” It referred to an article that definitely caught my attention … “Germany Examines Ban on Employees Checking Work Emails at Home!” I remember receiving reactions from readers in business who laughed and conveyed thoughts like … ‘can you even imagine?’ or ‘this can’t be serious!’. And serious it was as there were a few countries that passed laws around this.

These laws forbid leaders within organizations to email or call their reports on weekends or i.e., between the hours of 7pm and 7am the following morning during the work week. The results of such moves were seen as positive. Production was up. Turnover was down and overall satisfaction within the organizations making these moves was stronger.

That was then. And now … we soon enter 2023 and settle into new work environments created by needed adaptations to COVID. And whereas some countries introduced their ‘no contact time zones’ several years ago, the time has come for this to be considered and embraced within the U.S. Since 2020 there has been a shift to remote work in total or in part. This is the way that so many businesses have had to operate. It has also served to shine the spotlight on the needs and expectations of workers.

Employees were forced to work remotely from home. Initially this proved to be very disruptive to them, family members and roommates. Added to that was the tremendous sense of isolation that was created. However, with time, employees began realizing the benefits of having no commutes and could use this time to personally benefit themselves or their families. Being in a relaxed atmosphere was enjoyed by many. As such they have come to see that remote work in some form has and will continue to deliver benefits that they want to maintain.

Employers had to devise ways to create a meeting and communication method that would further the connection and drive success. This required significant investment in technology and programs that would allow workers to function from their residences as if they were in the office. In many cases purchasing the likes of desks, chairs and even computers added to the organization’s costs of doing business. Those who run companies were initially very anxious to see a COVID go away to enable the old ‘normal’ to return. Now, today they see and accept (perhaps reluctantly) a ‘new’ normal to which they must adapt to move forward successfully.

Here are the issues that exist today that have given potential life to the reality of having a legal ‘no contact zone’ in the U.S.

Some company leaders have blurred the line between work hours and personal time. Emails and calls are made at arbitrary times of evenings and weekends. As employees have come to realize the benefit of at least some portion of remote work, they have also come to resent the imposition of ongoing communication from the ‘boss’.

Mental health has become the focus of many employees which, in part, is blamed on the lack of respect for the juggling and adapting that this ‘normal’ has imposed. Having employers presume they had unlimited access to staff members contributed to the added stress with which they are left to contend.

Whereas the workforce has experienced a significant reduction in the past year, this has created the need and expectation that all the necessary work will be done by fewer. So be it, however, it is the ‘fewer’ that has had the effect of lengthening the workday and the expectation that employees will meet that need. Not so fast as this has given birth to quiet quitting or doing only what I know my job is and nothing beyond

The Philippines, Italy, Slovakia, Northern Ireland Portugal, France and most recently, Ontario, have also enacted “right to disconnect” laws and regulations to separate the blurred line between work and home. Is creating a law that legally defines the boundaries and circumstances related to being allowed to communicate with employees the solution? And to the extent that this is done, how realistic is it that it would ever effectively work? Personally, I don’t see this route as workable or desirable.

Firstly, the structure of our government makes taking such a legal approach somewhat of a dream. Rather, I believe and see a more realistic approach by just considering the potential of such action. Over many months the challenges on both sides began to arrive at places of comparative calm. Routines were created and established. Any business is aware of the need for discussion and compromise. This applies to dealing with our external customers and, as well, to the employees or the internal customers. Understanding and respecting the needs and desires of both sides of this challenge offers the strong potential of leading to a healthy and workable and solution and a win for all.
Mike Dorman

Jun 08 2022

The Emergence of Bulls In the China Shop

Chances are that as it relates to the work we do, we have come face to face with a version of the bull in the china shop. We can’t help but to be aware of it … its’ presence … and its’ impact. Although such a bull is not new, it appears that the various work-related stresses and challenges of the past 2+ years have contributed to more such personalities emerging.

As organizational leaders work to bring their organizations back to some form of normalcy some ‘bosses’ have taken the path of get tough and be firm. And how these traits are being demonstrated in some instances is resulting in creating more issues rather than fewer issues. Let me describe such an unsettling situation that actually has solutions.

Consider Bill, who is fulfilling a much needed leadership position in a large organization. He has been there for a 3+ years. He has always been considered to be doing an excellent job on the technical aspects of the position. In fact, he is being seriously thought of as worthy of promotion into the executive level of the company. Thought of … yes and here comes the ‘but’. He also has come to act like an enormous bull. He moves among others in ways that alienates co-workers, discourages interactions actually needed in the business. He has created a large group who work to stay out of contact with him unless absolutely necessary. This group is comprised of co-workers, reports and bosses. He justifies this change in his approach as needed to get his reports ‘back in line’ after the upset to established routines associated with COVID.

Maybe this works in some company cultures or at least, doesn’t stand out as much. In fact, Bill believes he has been very successful in this very direct and straightforward manner. However, for him, in this organization and at this time, it has the impact of the noise that results from scratching ones’ nails down the chalkboard. He understands that his success in this job absolutely requires that he alter his method and style of communicating. He is responsible to act in ways that will build positive and necessary working relationships. As such he has entered into a coaching relationship to resolve this issue once and for all. Have you ever experienced a Bill?

Before Bill can be successful in making change he needs to understand and recognize what he is doing or not doing that is creating the negativity he is experiencing. Here are the most prevalent ones and what needs to change:

Focusing on the individual rather than the issue at hand
Current Approach:
You did this job like this and you’re wrong. As such you’ve created a lot of unnecessary work for …. I’m very unhappy with you!
Altered Approach:
When the job is done in this manner it creates complexities down the line that aren’t necessary. It will eliminate this problem if done like this …… What do you need from me to make this change?
Picking the right time and place to address an issue involving another person
Current Approach:
When Bill is in a management or team meeting and has a criticism to deliver to one other participant he thinks nothing of blurting out his displeasure and criticism in front of all others. This creates embarrassment on the part of the target person while others are somewhat appalled while they watch in silence.
Altered Approach:
For Bill to be effective and have his message heard, he needs to wait until he is able to speak privately to the other individual. He often has valid points however choosing how and where to deliver them can avoid the negativity of others towards him.
Being unable and unwilling to accept his own errors and the criticism of others
Current Approach:
Although very able to point out shortcomings of others, when confronted with something that Bill has done incorrectly, he becomes very defensive. As such, he still manages to lash out at the person making the point and blaming them for not correcting the error.
Altered Approach:
As a company leader, one is watched by others to do their job in the ‘right’ way in conducting themselves in their roles. It’s an opportunity to demonstrate effective communication and leadership. The ability to graciously accept responsibility for his own work and make needed corrections going forward will result in enhanced respect from others.

Public email communication that is only designed to communicate with one person
Current Approach:
If Bill has a problem that involves just one other person the tendency is to deliver his message and related criticism via email. This email is copied to several others on the departmental or company team. This megaphone approach creates embarrassment and minimal acceptance from all recipients.
Altered Approach:
Emails should be sent to include only those to whom Bill needs to speak. Public lashing brings about an unintended reaction that has no positive aspects to it.

Just as having the technical skill to be successful in any particular job is key, so is the ability to meld into the organizational culture if one is to realize true success. Personal attacks that are delivered without sensitivity to how, when, where and in front of whom simply don’t work! They only work well to bring about blame, contempt, defensiveness and complete closing down in terms of good communication. As this is the untended consequence of such an approach, there is a real and positive payoff to giving moments of consideration to the audience and how one can best deliver their message to have it received, accepted and appreciated. Bulls do well in the ring … red capes and all. They are definitely out of place in that china shop and go there with significant risk.
Mike Dorman

May 18 2022

Retaining Customers – Added Challenges in the Emerging New Normal

Attracting and retaining customers has forever been the drive and the key goal for business of any type. And as the goal it has often presented challenges that have been created by various circumstances not always in the control of the organizations. This has definitely been the situation of the past 2+ years. Now, in May of 2022, we are hopefully emerging out of the pandemic that in various ways hijacked the best plans and intentions. And, as has often been stated, in emerging we are not returning to the business atmosphere that was. We are emerging to an environment of the new normal. So, in terms of attracting and retaining customers, what does that mean?

First, let’s explore how various organizations have looked at the loss of a customer(s). Perhaps it was the oldest, biggest or most profitable and the reactions regardless of the customer varied. I’ve seen some try to laugh it off. Another was simply angry … at the client given all ‘we have done for them’. A third reaction was just being sad and puzzled. Yet regardless of the initial reaction actually examining the situation generally takes all to a place of concern.

Upon reflection and examination, what created the puzzle and lack of understanding as to why the customer was lost included:

They didn’t recall any negative conversations and viewed this as an easy customer.
They may have done a poor job of really listening to their contact and missed some warning signs of discontent.
They realized they had no real relationship or interface with any people in higher positions if the customer was a company, thus making them vulnerable.
They viewed this customer as a long-term relationship requiring little attention.

Do you see any red flags? I bet you do. Even though doing things to change the above pitfalls seems so logical we find that getting comfortable … too comfortable … is not a rare occurrence.

HOW THE CHALLENGE HAS INTENSIFIED SINCE 2020

Now consider today and what might be different that can intensify the threat of losing our customers. It has much to do with what the customers have had to endure and what adapting has required. Regardless of a particular business thriving in a COVID impacted world or suffering, it is the customer’s lives that have been turned upside down. For us to retain past/current ones or attract new ones we need to focus on and understand what they have endured.

The answer is defined in two simple words … CUSTOMER SERVICE. Most people do understand that the places they like to go to do business have also been challenged. Most people have also been extremely frustrated in adapting to the changes that have been imposed … just as the business has. However the one thing that customers see as in their control is the level of service they receive when working with a company of any type.

Shep Hyken is a customer service and experience expert and a New York Times and Wall Street Journal bestselling author. Perhaps logically, he has explored and researched this very issue and the experience of customers navigating the challenges related to doing business. Here are some of his key findings as presented in his Forbes report:

There was a major jump in customer inquiries, complaints and support calls. Companies adapted with digital support—some better than others.

At first, customers were a bit more understanding about long wait or response times, but quickly lost patience as they realized the companies and brands weren’t making an effort to adapt to their changing needs, which were based on the rapidly changing times.

A survey of more than 1,100 consumers found that 50% have prioritized customer service as a deciding factor about whether or not to do business with a brand. If you’re a company that focuses on customer service you could have a competitive advantage.

One third (33%) of the consumers surveyed claimed they had switched brands due to poor customer service since the beginning of COVID-19.

Sixty-four percent would switch after just two or three bad interactions. Furthermore, 67% report having the same or less patience for bad service since COVID-19 began.

STEPS TAKEN TO RESOLVE THIS THREATENING SITUATION:

Concerning? For sure and it should be. And the question becomes what to do about it that will resolve this very real and threatening situation? Here are some very practical steps to be taken within the entire organization as it relates to customers:

Adopt the mindset of ”NEVER AGAIN” and communicate this to all in the organization
Look at a loss as a signal of other potential problems within the customer base. Attributing it as just being ‘that’ customer is a serious oversight.
Create a litmus test to perform on each relationship to uncover weaknesses and vulnerabilities. Accept every customer comment as delivering a message that may need to be addressed and improved.

Openly share each incident with the organization and certainly the management group to discuss changes that can avoid this going forward regardless of how big or small the issue appears to be.

Resolving an issue or answering a problem on the first call makes sense. Nobody wants to keep calling back regarding the same issue a second or third (or fourth or fifth) time. Nobody wants to wait on hold wondering when they are going to get to someone who can help them. That’s customer effort.

Shep Hyken concludes his findings like this. Eighty percent of customers say that when their problems and complaints are managed well, they feel more emotionally connected to the company. Note: You can’t have customer loyalty without an emotional connection.

So, how do you lose customers? Even more important than price or product quality, just give them a bad customer service experience. Make them work hard to get to someone who can help. Waste their time with long hold times, not giving them an option to have a callback. Connect them with people who haven’t been properly trained or don’t have the knowledge to answer questions. If you’re guilty of any of these (or other related customer service blunders), it’s time to change course. In these times of heightened customer expectations and demands, you have to be good enough for them to say, “Even when there is a problem, I can count on them. I’ll be back.” Otherwise, say, “Goodbye.”

The longer we have a relationship with a customer the more relaxed and comfortable it becomes from all sides. However, when easier and comfortable spills over the line wherein we take the relationship for granted we risk finding ourselves on a rocky and unstable path. Clearly the past recent years have left their mark. It becomes the job of every business to respect and respond to this reality. Does it make sense to take inventory in your customers? Litmus paper is VERY inexpensive and a great tool for an on-going check-up.
Mike Dorman

Jan 20 2022

The Speed of New Innovations is Exciting … However, At What Impact and Costs?

In businesses as well as our personal lives, the speed with which advancing technology has brought change to how we function in so many ways. It creates true head-spinning. Just when we feel like we have mastered the last innovation and we are functioning easily, the next one arrives, and the learning must begin anew. Along with the excitement is created stress which can readily work again our individual and collective success.

I was recently introduced to the writings of Professor Ichak Adizes. He is at the helm of the Adizes Institute and is considered one of the world’s leading management experts. I listened to his presentation entitled “The Future of Management” in which he conveyed his beliefs on where we are in business today, where we came from and how we got from there to here. Furthermore, he expressed and related the concerns he foresees as we stay on our current evolutionary path.

I want to highlight some of the key points that Adizes has made and believe that you, the reader, will find them as interesting and thought provoking as I have.

Point # 1

‘The rate of change is unprecedented in the world. This is being driven by technology.’

COMMENTS:

Of course, there is little argument to make as anyone working in any kind of business has seen approaches and processes change dramatically. And speed of change has increased to an extent that it becomes a blur in one’s attempt to keep up and operate with the latest and greatest.

Point # 2

‘Everything in the world is a system. Each system is comprised of sub-systems. As humans we have sub-systems the likes of blood, nervous and skeletal. As a country these sub areas include economic, technological, legal and social. What we know is that sub-systems do not all change at the same speed. This creates problems. When systems don’t change at the same speed it creates gaps and cracks’

It doesn’t take long to validate this thinking by looking within a business today. As Adizes indicates,

The marketing department has a great idea that can impact the success of the company.
They present it to the advertising department that needs to understand and determine that realistic price and approach based on the value the product will provide.
The Sales department now must understand and then devise a sales approach that will attract customers who will want to buy this product.
Computer programs must be changed to reflect this new or improved product
Finally, the people producing and delivering this product need to understand and buy into it as if their invention. And people are the most difficult ones to change!

When the sub-systems don’t change at the same speed it creates gaps and cracks which in turn allows the system to become disintegrated. The higher the rate of change, the faster the disintegration. This, then, is what we would call a problem. And with such problems we grow the stress within the company and within the individuals involved in it.

COMMENTS:

Some twenty years ago an awareness of silos within an organization became very apparent. ‘My department is doinggreat … what’s your problem and you need to find out what it is and fix it’. The realization became that for an organization to hit their goals and targets, all needed to be focused on the overall company goal. Each area needed to design their efforts and approaches to achieve their part. Failure to do so would impact the other components and ultimately, the ability for the organization to hit the target. And above, they had to be willing to help those having challenges to overcome their obstacles. They needed to see themselves as a cohesive team with each needing the success of all to achieve the goal. This was then.

Today, when so much of what a company does and offers is impacted by the technology used to do this, it has once again, created a potential silo environment. This is contributing to loss of interest and motivation within the employee ranks. This has and can serve to slow down the rate of movement due to the disintegration that ongoing innovation has created.

Point # 3

‘Integrated systems require respect of others responsible for achieving the goal. With respect, we will learn from each other. This equals synergy which results in energy that leads to constructive integration. All of this happens when we respect different voices and trust that there is common interest despite differences. Respect differences and share the benefits you create together.

COMMENTS:

The lightening speed with which technological advances have altered the business environment have created internal competition that has gone beyond a healthy competitive approach. With different areas wanting to outdo others within the organization it tends to work against the desired progress and related timeline. The competition has come inside to an unhealthy degree when it is really the external competitors who require the focus.

Point # 4

‘Collaborative leadership rather than single individual leadership needs to be the mission. There should be no single leader. As such, one is promoting respect. It serves to reduce stress in the workplace. As well, we must realign sub-systems to that they don’t outpace each other and advance together. This too reduces damaging stress at work.’

COMMENTS:

Leaders that encourage the ideas, thoughts and approaches that all have to offer and remain open to seeing things differently are ultimately going to be more successful. Successful in retaining talent and creating a work environment where all feel valued and trusted. They also accelerate the energy that all willingly put into the job of meeting the expectation to the nth degree.

I have only touched upon Professor Adizes’ beliefs. To me they deserve thoughtful consideration as you evaluate where your organization is today. Technology has rendered the use of our brains a back burner activity. Artificial intelligence is on a path to rule our worlds. That is, unless we recognize that as humans working together, we can learn and apply all the ongoing innovation in a most successful way. Respecting and welcoming differences is the key to creating the harmony that leads to success.
Here is one meaningful quote from the professor. Peace is not sameness. Peace is Harmony. Pay attention to that word. Harmony is multiple voices singing together. Everyone singing in the same voice is not harmony.”

Now we just need to learn the song … or is it ‘RE-learn the song?
Mike Dorman

P.S. To hear the full recording of Prof. Adizes go here: https://www.youtube.com/watch?v=ofhdzRjK96U

Jan 04 2022

The One Resolution That Just Might Have Staying Power … and Benefits

In the ten years that I have been writing this blog I have generally begun the New Year addressing resolutions. What do we want to commit to that will improve our lives? What changes do we want to make that we believe will make us happier … more financially secure … more knowledgeable? And then, what do we need to do to stay our desired course so that we can succeed in achieving the goals we have identified. This was then.

Now … in 2022, the questions I have posed and addressed in past years don’t seem front and center. Although they still are of value to consider, this year a most important resolution is more singular and thus simpler in a way. Now, approaching two years of COVID-19 with no true end in sight, this demands our consideration. What if we start by accepting that, like the flu, COVID will remain a part of our lives ongoing. If true … a realistic potential … what does that encourage us to do that we haven’t done to date? What resolutions are we willing to make and stay with because it will improve and make for better lives?

In that the dominate focus of this blog is related to the business world I want to approach this challenge from that perspective. What is involved in resolving to accept this emerging new norm and what does it require of us? As employers or employees, accepting that we will continue to live in a changed world opens the door to new thinking. How must we conduct our business and how do we adapt to that? How, as an employee, does this impact both the changes we need to consider and make in the work we do and/or how we do it?

I had a very insightful and interesting discussion with a friend of many years, Mark Coxon. The industry in which he has worked for several years is AV which he has sold to diverse types of businesses in many industries This is similar to my experience as a business coach. This has provided both of us the ability to observe how businesses have or have not adjusted to COVID related challenges. The following are approaches to this year’s singular resolution that may, in fact, make devising them and staying the course easier … and successful.

AS THE ORGANIZATION and ITS’ LEADERSHIP … THE EMPLOYER

Forgetfulness as an advantage
What If …One thing that holds organization back from making needed change especially in an ongoing COVID world is trying to make changes to what has always been. What if you put that plan and approach in a locked drawer and designed a business in the same field today? What would be different in how you structured and operated that business in this real world?
The Advantage … By creating the business today … as your prospect/customer world exists today … one would obviously design it and the product(s) or services offered around today’s reality. Doing this in this pure state then allows one to compare what things need to be now to what was and make the needed changes.
Accept and view change as your friend … and not the enemy
What if … Rather than resenting the need to alter your approach to business and customers, you saw this as an opportunity to update and upgrade the business. Might it not only deal with the new normal but also the have the potential of attracting new customers?
The Advantage … The chances are real that you will, in fact, open the door to a new and broader base of products, prospects and customers. This clearly puts a positive spin on the advantage of change rather than seeing it as the enemy.
Adapt the business to encompass new habits of the buying customers

What if … rather than waiting for life to return to what was dependable and good for the business of the past, an organization recognized the changes that have taken place? These changes have altered the prospective customer and the nature of and way they purchase.
The Advantage … Rather than resisting in a ‘say it isn’t so’ fashion, the creative juices are directed at fitting into the ways the customer wants to do business today. Meeting them where they are and providing what they need in our new normal means continued and revitalized success.
The opportunity to start a new organization
What if … you allowed and challenged your team to envision what it would be like if you, today, made the decision to start a new company. It’s 2022 and how would you see to design that business given the new normal? What would it look like? How would it operate? What needs of your customer base would you be satisfying?
The Advantage … Approaching the business as a new creation in 2022 avoids encumbering the mind and decisions with what was. Rather it allows the organization to design something that will thrive in this reality. What would it look like and what will it take?
Knowing that you will be put out of business in 2 years
What if … your crystal ball clearly indicated that you would be out of business in no more than two years because what you provided just doesn’t work in this new normal? And because you were not going to let that happen, you decided to do that yourself rather than allow it to happen to you.
The Advantage … It allows an organization to perform their own autopsy … before it is necessary. Where did it get off course in not making change to accommodate the new normal? What was the resistance? What changes would have saved the business by making changes to accept and adapt to this normal? And then, you make them … today.

AS THE ORGANIZATION TEAM MEMBER … THE EMPLOYEE

Outdated skills for which there is little need
What if … the project you spearheaded became obsolete in this new normal? What if the skills you had and that
were needed in your previous job and focus were not needed by the changed company? Or the shift in what the customers wanted and needed eliminated the role you played and played well?
The Advantage … With one’s flexibility and willingness to convert their focus to providing something that IS needed in the organization’s shift means you have adjusted your contribution to what is needed today. Along the way you have expanded your value and knowledge that serves the company and the person well.
A compensation plan that doesn’t fit the revised business or approach
What if … the approach to compensation and personal earnings just didn’t work in the revised approach to business? Perhaps you are now selling services rather than product and thus what one earns must be altered to accommodate this shift?
The Advantage … A willingness to make the change in your position’s purpose and the related compensation can impact earnings positively. Accepting this and letting go of what was is key for the employee … just as it is for the company.

Not being a fan of change … or one that makes it easily
What if … the person has been living with and needed to adapt to methods and ways of performing their work that are like speaking a foreign language in a foreign land. And this person just does NOT like change which has caused much personal grief and stress. And yet here it is. There is a choice. One is to work hard at understanding the changes that have evolved in moving forward and accepting them as YOUR new normal. The other is to dig in resisting what is now needed which only furthers the stress and potentially lessens one’s value.
The Advantage … recognize that changes have come about due to something over which no one person or institution had any control. Getting beyond the unreasonable desire to find fault and place blame, it opens the mind to acceptance and possibility. It also allows one to begin to see new opportunities for themselves that enable them to provide today’s needed value to the business.

Is there an organization or individual who is ready to stop the fight and the frustration that it has brought for the past two years? If one is to resolve to do anything of significance in 2022, why not commit to make changes? Changes that reflect our acceptance of what is rather than wishing against all reasonable hope? If we all do this now … in January of 2022, we will put ourselves on a path of accepting the realities within which we live. We will convert our efforts to survive and tolerate into a place where once again we have the chance to thrive. Being at the front of the challenge seems like the best place to be … and win!
Mike Dorman

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