How to Address an Emergency

 

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Be the first to respond.

BY DOING THIS

–      Get the facts.

–      Determine what’s required to stop damage.

–     Communicate the specific steps being taken (to get back to normal).

Too often, people panic during an emergency. The “fight, flight or freeze” response kicks in, emotions flare up and reactions intensify. With all this commotion, most people don’t focus on addressing the crisis, assuming others will take the lead.       

Emergencies are excellent opportunities to take charge and show what you’re capable of. First, figure out what needs to happen to stop the damage. Speak to those closest to the situation to gather facts. Discuss options, gain agreement and then suggest who’s best to activate the option you’ve agreed on.

Once you neutralize the situation, identify the steps needed to return to normal operations. After getting agreement, communicate the recovery plan to leaders and others. Afterward, review what worked and what didn’t to guide how you’ll respond to future situations.             

KNOWLEDGE BITES

EMERGENCY RESPONSE TOOL: How will I respond to an emergency?

SUCCESS TIP

Speak to key leaders in person to immediately answer questions and avoid misunderstandings or knee-jerk responses.

The Addressing an Emergency podcast episode with business and market development expert David Donaldson.

Phil Buckley is the author of Change on the Run and Change with Confidence, host of the Change on the Run podcast, and co-creator of the Sharing Change with Confidence Newsletter.

#change #changemanagement #business #transformation #leadership #emergencymanagement #podcasts

How to Create a Plan B

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Define your next best option.

BY DOING THIS

–      Agree on what is the best response if Plan A doesn’t work.

–      Map the steps to take if a serious risk materializes.

–     Review Plan B with people who have a role to play.

“Always have a backup plan (a ‘Plan B’),” is a good rule to follow for all important activities. Most plans don’t go as intended because there are too many variables to predict. Variances can cause delays, extra costs and compromised credibility.

A good Plan B manages the impacts of things not going as intended. Thinking through what could go wrong and the best response to them will avoid major disruption from unanticipated events. Ask people who have roles in Plan A how they would operate if a specific risk materialized. The answers will identify the actions that form your Plan B. For each action, record when it happens and who is responsible. Review the steps with everyone so people will know what happens immediately before and after their actions.

KNOWLEDGE BITES

RESOURCE ASSESSMENT TOOL: How many resources do we need to complete the task or project?

SUCCESS TIP

Communicate what event will trigger the backup plan so everyone is clear on when it is in effect.

The Creating a Plan B podcast episode with business and market development expert David Smyth.

Phil Buckley is the author of Change on the Run and Change with Confidence, host of the Change on the Run podcast, and co-creator of the Sharing Change with Confidence Newsletter.

#change #changemanagement #business #transformation #leadership #contingencyplans #podcasts

How to Avoid Team Burnout

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Balance expectations and resources continuously.

BY DOING THIS

–      Monitor plans to ensure there is enough time to complete all tasks.

–      Document gaps.

–     Communicate gaps to leaders with two options: increase resources or reduce tasks.

Burnout is a stress-related state of emotional, physical or mental exhaustion. It occurs when the demands of a job are greater than a person’s ability to manage them. Triggers include long hours, impossible deadlines, little control of inputs, hostile conditions and low rewards. In other words, project demands.

The impacts of burnout are devastating—extreme fatigue, loss of motivation, drops in performance, insomnia, feelings of resentment and hopelessness and illness. Fortunately, the conditions that lead to burnout are easy to spot: unrealistic expectations and insufficient resources are visible to all. To minimize burnout, review resource plans for gaps throughout the project. If conditions change (time, resources, scope), communicate imbalances to leaders immediately. Highlighting the risk of failure is the best defense against unrealistic expectations that cause burnout.

KNOWLEDGE BITES

RESOURCE ASSESSMENT TOOL: How many resources do we need to complete the task or project?

SUCCESS TIP

Cite similar tasks from past projects to maximize the credibility of your assessment.

To learn more about our post and podcast topics, check out the Change on the Run: 44 Ways to Survive Workplace Uncertainty book and audiobook at http://www.changeontherun.com or your favourite bookseller.

#change #changemanagement #transformation #leadership #teameffectiveness #burnout #podcasts

How to Measure Success During Change

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Choose three measures of success that leaders support.

BY DOING THIS

–       Identify three measures that can be evaluated with existing data.

–       Discuss these measures with leaders.

–       Replace any that aren’t supported with ones that have been suggested by leaders.

What you measure defines what success looks like. In a rush to get a project going, it’s easy to miss this important step, making it difficult to prove progress and achievements throughout the project.

Leaders only value the measures they believe are important. At best, the others receive polite silence. You need to focus on the ones they show interest in. Selecting three metrics is best because that provides enough data to tell a detailed story about the results, without overwhelming stakeholders with exhaustive—and less relevant— information. Beware the laundry list of metrics!

Present your chosen measures and your rationale for them to leaders, and be prepared to negotiate either the measures or how they’ll be measured. The more you engage leaders in the discussion, the greater the buy-in they’ll have for your approach to measurement. Reaching an agreement is the goal.

KNOWLEDGE BITES

SUCCESS MANAGEMENT PLANNER TOOL: Which measures will determine my success?

SUCCESS TIP

Using the same template to present every progress update communicates consistency and credibility.

To learn more about our post and podcast topics, check out the Change on the Run: 44 Ways to Survive Workplace Uncertainty book and audiobook at http://www.changeontherun.com or your favourite bookseller.

#change #changemanagement #transformation #leadership #coaching #podcasts 

How to Test A Leader's Thinking

 

This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Play out a leader’s idea to reveal its implications.

BY DOING THIS

–       Say, “Let’s test it out.”

–       Walk through the steps and identify the positive and negative implications.

–       Ask, “Is this still your preferred choice?”

Leaders can get excited by ideas before they think through the implications on timelines, resources, or other requirements for success. Their desire to solve one problem can unintentionally create new ones. 

The greater a leader’s enthusiasm for his or her solution, the more difficult it is to influence their thinking. Before they jump into action mode, test out their idea to assess its merit. A better one may exist. 

Leaders are more likely to accept the assessment of their ideas if they do it themselves. Your role is to walk them through the implementation steps and identify implications. You can then weigh the pros and cons of their ideas with others. Even if the leader’s option isn’t the best and they go with it, you both know the pitfalls.

KNOWLEDGE BITES

DECISION-MAKING ASSESSMENT TOOL: How will I facilitate the assessment of options?

SUCCESS TIP

An informal in-person assessment is best because it feels like there is less at stake, which reduces the need to be right.

To learn more about our post and podcast topics, check out the Change on the Run: 44 Ways to Survive Workplace Uncertainty book and audiobook at http://www.changeontherun.com or your favourite bookseller.

#change #changemanagement #transformation #leadership #coaching #podcasts 

Helping People Let Go of the Past

 
This post's podcast episode is available at Sounder, Apple Podcasts, Google Podcasts, Stitcher and Spotify.

When you are short of time, here is the one action that will give you 80 percent results in 20 percent of the time.

DO THIS

Honour their past.

BY DOING THIS

–       Pay tribute to past successes and honouring work histories.

–        Spotlight symbols of the past (e.g., awards, legacy ad campaigns, etc.).

–        Position the past as a foundation for future success.

Most people need to pay tribute to their current ways of working before they can make room for new ones. The faster this happens, the faster they will adopt new ways of working. Failure to do so will leave people stuck in ‘the good old days’ and/or fearful of future ones. Both mindsets lead to poor adoption of new attitudes and routines.

To speed the transition process, acknowledge past successes and honour symbols of that era (e.g. past heroes, trophies, photographs, logos). Then, make a bridge between past accomplishments and future requirements. Calling the new era the “next chapter” of the company’s story builds on the previous ones they’re proud of. 

Honouring the past doesn’t mean holding on to it. Looking backward can lead to moving forward if it’s quick and meaningful. The past must be viewed as the launching pad for a new future that requires new thinking, actions and behaviours.

KNOWLEDGE BITES

ACKNOWLEDGEMENTS PLANNING TOOL: How will I acknowledge the past?

SUCCESS TIP

Quoting people’s recollections makes the acknowledgements more credible, real and heartfelt.

To learn more about our post and podcast topics, check out the Change on the Run: 44 Ways to Survive Workplace Uncertainty book and audiobook at http://www.changeontherun.com or your favourite bookseller.

#change #changemanagement #transformation #leadership #transitions #podcasts