3 Words Can Guide You to Success in 2019. What are yours?

How will you stay on track to achieve your goals next year? This is a question I ask myself every December. Defining my goals isn’t a challenge; avoiding distraction so I can accomplish my goals is. 

This will be my sixth year using Chris Brogan's "My Three Words" exercise to think, act, and behave in ways aligned with achieving my goals.

Here is how Chris’ technique works: After setting your goals for the year, select three words that will act as prompts to guide you through the decisions and tasks required to achieve them. For example, in 2017, one of my goals was always to speak the truth to clients because that is how I could provide the best value to them – especially when they didn’t want to hear it. The word permission was my trigger to communicate my insights, observations and risks directly.

Your three words act as guardrails for your mindsets, actions, and behaviours. Keeping them visible and front of mind informs the choices you make as you complete your tasks. You are conscious of your words, and the price you will pay by not following them.

My 2018 words were courage, discerning and moment. Here’s how they guided me to success:

Courage represented my desire to make big moves in 2018. I was beginning to write my second book and didn’t want to compromise the picture in my head of what it could be. On the book front, it worked. I pushed myself to break standard formats and approaches. It also supported my goal of changing my presentation style at conferences, trusting the audience to customize the content live instead of me assuming what would be most useful. Courage motivated me to take risks at each session. What I still need to work on is the courage to say no more when faced with requests for my time.

Discerning is how I wanted to make decisions. This one worked well too. It helped me test my decision process: was I considering all options, what were the pros and cons of each one, and who had experience I could learn from? It also helped me resist giving a quick answer that was not aligned with my goals.

Moment is about focusing on the present instead of thinking about the past or guessing about the future. The more I could stay in the present, the higher my productivity. This word was effective in keeping me present when speaking with others but didn’t help to avoid distractions when I was by myself.
 
Overall, my 2018 words did their job of helping me achieve my annual goals.
 
My number one goal for 2019 is to finish writing my next book. All three of my new words need to guide me to this goal. Here they are:
 
Leap is about jumping into new and unknown territory. I must be fearless to create the book I must make, which is very different from my first. This will require taking risks and making mistakes; if I play it safe, I will fail. This is not an option.
 
Space refers to room within my calendar to seize opportunities or solve problems. I can’t fill my days at the expense of flexibility. This has always been a challenge for me: Defaulting to saying yes without weighing the consequences. I know I will be tested throughout the year and space needs to guide my behaviour.
 
Determined signifies the spirit behind never giving up. It’s about drive, tenacity and perseverance. Passion is the emotion that underscores these traits. I will achieve my goals this year and passion will fuel my progress.

Choosing my 2019 words builds anticipation and excitement for the new year to begin. My goals and word guides are set. It’s time to perform. Posting my three words on my monitor and reviewing them every morning will keep me on track. All I need to do is follow them.

What three words will guide you to success in 2019?

Phil

What 3 words will guide you to success in 2018?

This is my fifth year of using Chris Brogan's "My Three Words" exercise to fine-tune my annual goals and define what I need to do to accomplish them.

Here is how it works: After setting your goals for the year, select three words to guide your actions and behaviours to achieve them. Keep these words visible and refer to them often, especially when making decisions on how you spend your time.

It's easy to get distracted or invest time in low priority activities; immediacy often trumps importance. "My Three Words" keeps you on track by making your goals and planned actions top-of-mind. Stating them as questions provides you with quick check-ins to ensure you are following your plan -- is my schedule flexible so I have room for unanticipated requirements or opportunities? A year-end review sharpens your ability to plan for success in the following year.

Picking effective words is harder than it seems. From experience, vague goals lead to low-power words. You need to be clear on what you want and what you need to do to achieve it. Like most things in life, the amount of effort you put in determines the benefits you receive. The first three words I think of are rarely the ones I select. 

My 2017 words were Aspire, Prioritize and Permission. 

Aspire described my desire to aim higher, to move beyond what I had accomplished before. It acknowledged that I am best when out of my comfort zone. This word was an excellent guide. Last year, I worked in new industries, presented to new groups and adopted a new approach to writing and formatting my next book.

Prioritize is a theme that spans across the last five years. I wanted to prioritize my time and activities and avoid distractions and detours. 

I struggled daily with following this guide. Every potential opportunity was explored to the fullest without assessing whether it warranted the time investment. I failed to apply selection criteria including whether the initiatives were set up for success, if my skills and experience would make a difference, and if my time could be better spent. The cost of my conduct was lost time on my priorities. In August, I wrote "no" over my list of 3 words taped to my monitor. It was a more powerful word.

Permission was about speaking the truth as I see it to provide the best value to my clients and readers. This word guided me through difficult client conversations and edits of presentation notes and articles. Speaking honestly led to better dialogues and learning for everyone, including me.

My assessment of 2017's words has been a valuable input into choosing the ones that will guide me in 2018. It has toughened up my selection process and replaced what initially seemed like good words with better ones. 

My three words for 2018 are: Courage, Discerning and Moment. 

Courage is what I will need to make big moves in 2018. It will affect the content of my next book and how I get it seen in a busy world. 2018 is the year of "going for it," and I will. 

Discerning refers to the decisions I will make. My choices will determine my ability to achieve my goals, especially preserving the time and maintaining the focus I will need. Consistently, I will ask "which option will best contribute to achieving my goals?"

Moment is about being fully present and making my time matter.  Being present and productive is the foundation of achievement, not dwelling in the past or future. It's the only way to be my best.

I have printed out my 2018 words and taped them to my monitor. Each day will begin by reviewing them. I plan to use them often on my path to success.

What three words would help you achieve your goals?

Phil

How to Research an Organization on LinkedIn When You Are Pressed for Time

I have been researching multiple organizations this week with little time to do so. I realized that LinkedIn was my best source of information. Here's how I did it:

Organization Research

1) Go to the Companies section (Interests - Company)

2) Type the organization's name in the search bar at the top of the screen  

3) Select the organization you are looking for from the list of similar organizations (the logo help spot the one you are looking for)

4) Click the blue 'Follow' button. This creates a feed of new information posted by the organization

5) Skim the posted articles and read as many as you have time for including linked information 

6) Note names of leaders who you want to research

7) Note the people listed in the 'How You Are Connected' section who are in your network. They are people you can ask clarifying questions to or request an introduction from

8) For the people who are in your network, place your cursor on their names and click the 'Send a Message' button to ask any questions you have; for second or third level contacts, place your cursor on the name and click the 'connect' connect button to invite them into your network. You can also click on the 'View Profile' button to see if you know some in their network who can introduce you

People Research

1) Search for the people you have noted on the organization page: 

- Who do you know that is also in this person's LinkedIn network? These people can introduce you. Also, you can ask them questions about this person by clicking on your contact's name on the left-hand side of the page

- What do you have in common with this person: employers, schools, associations, charities, interests? These commonalities are potential sources of information and relationship builders if you connect with him or her

- What skill endorsements have he or she received? These are the skills that people in his or her network have recognized (that may be different from the ones listed in the profile)

- Who has endorsed them–are they mainly colleagues, industry peers, suppliers, etc.?

2) Note the people listed in the 'How You Are Connected' section who are in your network. They are people you can ask clarifying questions to or request an introduction from

3) Place your cursor on someone's name and a link will appear below it that will send a message to them with your questions about the person

4) Follow step 8 above

It's fascinating what you can learn about an organization and the people who work for it through LinkedIn. When you are pressed for time, this is the fastest and most detailed approach to finding the information you need. Making more time for research is a good idea too. 

Phil

How to Spend an 8-hour Layover at Tokyo Narita Airport

This week, I co-facilitated workshops in New Jersey and Singapore. There was just enough time to travel between the two locations through Tokyo.

I am back in Tokyo, 5 hours into an 8-hour layover. It's a luxury to have so much time to do what you please, even if you are jet lagged. Here is how I have spent my time:

• Have a shower
• Rehydrate (often)
• Eat (three times)
• Charge my phone and laptop
• Get caught up on current affairs
• Observe fellow traveler
• Time how long it takes for the background music to loop (60 minutes)
• Get caught up on email 
• Look at local newspapers to see what is newsworthy
• Work on a review of a management book (a future blog post)
• Write down lessons learned from the two workshops
• Create a to-do list
• Long-term plan
• Buy mementos for loved ones
• Write this blog post

International travel still fascinates me (even when I am jet lagged). One more for the list: Be grateful for these experiences.

Phil

If Learning is Social then Up your Sociability Now

"It takes two brains to learn," said a friend over coffee. He went on to say that people learn through their interactions with others.

I agreed and added that people learn best this way. You can learn on your own, but not as much and not as fast. We started discussing what is known as Social Learning Theory. Albert Bandura coined the term and believed that "people learn from one another via observation, imitation and modeling".

This simple but powerful concept has been used in advertising ("monkey see, monkey do") and leadership development ("walk the talk," "lead by example" and "fake it till you make it").

My professional learning curve has been shaped by social learning. Most of my growth has come from interactions, observations and practice. Learning from others has become second nature. 

My personal learning hasn't followed the same path. Development of interests have been mostly solo. When I was five years old I had a passion for chess. I played a lot, including tournaments, but didn't socialize with or learn much from my opponents.

More recently, my passion for running has also been an individual pursuit to increase my speed. I run alone and develop alone. Or at least that was my approach until three weeks ago when our son, Sam, started running. We began running together, first doing hill repeats (painful) and then long runs. 

I noticed that Sam ran at a faster pace than I did. I also noticed that his pace was consistent, something I had never been able to do. If I wanted to run with Sam, I had to change how I ran; I had to run like he did. I had to become a better runner through observation, imitation and practice.

The last 200 metres

Last Sunday, we ran our first charity run, the Bread and Honey 15K. Although challenging, we ran in Sam's style, fast and consistent.  

Our plan was to sprint once we saw the finish line as we had practiced on our long runs. It was amazing to see Sam bolt to the end and fly past the time clock. 

I crossed the finish line a minute faster than last year, five seconds per mile faster, where each second is a personal victory. I had grown as a runner.

I am now committed to changing how I learn in my personal passions. I will up my sociability, grow more, and enjoy the process.

Our next race is on Sunday called the Spring Fling 15K. We are planning to run even faster. Social learning is fun.

Phil

How Music Affects What You Buy in a Grocery Store

I was at the local grocery store and I noticed my head nodding to the background music. Next, I realized I was singing the song (and nodding). I was close to dancing with my cart, oblivious to those around me, in my private happy zone. Okay, I might have do a couple of dance moves.

The song that grabbed my attention is called "Stomp" by the Brothers Johnson (of Strawberry Letter 23 fame). It is a memory song from my youth. As soon as I recognized the chorus I smiled and felt happy. Grocery shopping had become enjoyable.

As I progressed to the dairy section, I wondered what effect my new joyous mood was having on my purchases. Similar to how shopping with children can increase your bill, was the youth in my head doing the same? Was I buying more or different things? I felt I was being more carefree about my choices and buying multiple items on sale seemed like a good move.

When I got home I did some research on music's effects on buying behaviour. Most sources referenced the same studies and I thought this article captured the highlights really well:

• There are 3 qualities of music impact buying behaviour: Tempo, Volume and Genre
• Tempo: Slow paced music increases time in store by 38 percent and increases sales by 32 percent
• Volume: Less time is spent in stores playing loud music versus background music yet the purchases are higher when louder music is played for those younger than 50 years old.
• Genre: Purchases are higher for classical music over top-40 and the items bought are more expensive.

The research contrasts my perceptions. I think I stay longer in the store and spend more when I was hearing music that I liked, especially memory songs from the past. 

Another study may explain the difference between my perception and retail reality. High tempo music increases the level of arousal which increase the pace you go through a store. It also can cause you to lose focus and distract you from buying. I was definitely distracted.

I have noticed the effect of music on participants at training sessions and change launches. You can excite people or ease them into a reflective mood by the music you play. Perhaps these experiences are similar to those in a grocery store. Both are selling opportunities.

Phil

10 Tips on How to Co-present a Presentation

This week, I co-presented a webinar with Jocelyn Bérard called Change Agility: Mastering Constant Change. 

We gave a similar keynote presentation at the Canadian Society for Training and Development (CSTD) Conference in November. Although the content was similar, the format was very different. The biggest change was that we couldn't see any of the over 500 participants. 

In many ways, webinars are easier to lead than in-person presentations: you can use your notes, you are sitting down and you don't have to think about your gestures.

There are also some challenges with this format: vocal mistakes are more noticeable, any background noise is a distraction and the only way to convey emotions is through your voice. 

Technical risks are just as big. Fortunately, we had Sarah managing IT and production. She flawlessly managed the communication software, emceeing, polling questions and choreography.

What I loved most was the partnership the three of us shared. Like any productions, it takes a well-coordinated team to make them work well.


Here are some tips on how to partner on a presentation:

• Write a script―it improves flow and leaves little to chance
• Listen and be open to your partners' recommendations―it leads to better quality and personal growth
• Show up well-rehearsed―this is a given for trust-building and ability to perform
• Arrive very early―remove a risk that would let down your audience and partners
• Practice as a team―co-presentations are like dances: you must be in step with your partner for them to look good
• Focus your practice time on transitions―hand-offs have the highest risk of going wrong
• Know the technology―Sarah was the expert, but she needed to educate us on its fine points for the recording to work well
• Discuss what could go wrong―contingency plans lead to fast corrections
• Have an sense of humour―it builds and communicates rapport
• Eat together―I remember Neil Peart, of the band Rush, talking about the importance of sharing meals with his band mates (Jocelyn shared his lunch with me twice!)

The presentation went well and as planned. We had a great time interacting with participants and ourselves. When we finished our closing comments and the recording ended, my first thought was 'when would we get the opportunity to partner again?' A partnership doesn't get any better than this.

Phil

How to Make the Most of Business Travel

My flight from Zurich to Munich was on time, which was a good start to journey home to Toronto. It has been a year since I have traveled outside of North America and a few since I did so almost weekly.

The rituals of business travel came back to me faster than I thought, from packing efficiently to researching local transit and store schedules. I even remembered to take melatonin pills on the overnight flight to regulate my sleep cycle and minimize jet lag. I was back in the business traveler zone.

What I had forgotten were the many benefits of international travel, which help counterbalance the losses of leaving your family. They are often unexpected, exciting and inspiring. Here are the ones that I noticed this week:

• Experience a new culture -- day-to-day differences in culture are fascinating. I feel like pinching myself every time I am abroad
• Increase your knowledge -- reading local magazines and newspapers provide glimpses of what is important
• Broaden your perspectives -- talking with people about their lives expands your frame of reference and makes you more tolerant of different realities
• See old friends -- this trip I saw great people who I had worked with many years ago The highlight was being invited out to dinner by an old friend and his wife (a new friend)
• Practice your manners -- a test of character, especially when things go wrong and you don't speak the local language
• Take time for reflection -- the best time to reflect is when you are in a new environment, without distraction of your regular commitments and schedule 

My second flight of the day, from Munich to Toronto, is also posted as being on time. It looks like I will return home without incident, tired and motivated. I don't want to forget my new experiences so I can make the most of my business travel. 

Phil

How to Help Someone Who is Lost

Yesterday, we headed off on a family skiing vacation at Mont Tremblant, 130 kilometres north of Montreal.

The drive went well, especially using GPS. Other than a few twists and turns through Montreal, travel was smooth and on time.

We eagerly watched satellite navigator click down the kilometres to our checkered flag destination marker. "You have arrived at your destination, the route guidance is now finished," it confidently exclaimed. The problem was that we were still on an unlit, two lane highway with only trees on both sides to welcome us.

We kept driving until we reached the Mont Tremblant Village. There were no passersby to ask at 11:00 pm in -25 degrees Celsius weather so we kept going.

After confirming we were lost by driving in all directions, we headed to the only resort we could see. We asked the the person at the front desk if this was where we check in to the place we were staying, he said, "no." We then asked how we could get to where we were going. He gave us a map of the area, drew a line to our destination and then pointed out our mistake, which sounded like the old Bugs Bunny line, "You should have taken a left at Albuquerque." 

We headed off again but realized that where we were to check-in was not where we were staying. We called the registration office and the woman said that our mistake was using GPS: "You shouldn't have used GPS. It doesn't work here." When we mentioned a restaurant that was in sight, she confirmed we were lost. "No, that's not where you should be." 

Our guide directed us to go past the golf course heading toward to mountain. Since it was completely dark and being our first visit to the area, we didn't know where either of them were. It now seems amusing exchanging comments in the care like, "Do you see the mountain...I don't see the mountain...could it be over there...is that a golf course under the snow?" 

The good news is that we were only a minute away. The bad news is that we continued driving in the wrong directions for ten. The only remaining option was to backtrack the way we originally came past the invisible GPS checkered flag point. In minutes, we arrived at our destination an hour after estimated arrival time.

Travel stories are excellent metaphors for working through change. There are clear start and end points, landmarks define the path and usually there are people available to help them to get to where they are going.

Here are some tips to help travelers of any kind:

• Be clear on where people need to go, including landmarks they will see along the way
• Tell people multiple times where they are going―repetition and accuracy are connected
• Check in with people to make sure they are on track
• Put yourself in their shoes―no one tries to get lost and they can't always see the mountain to show them where they are
• Inform people that they are not the first to get lost―confidence and success are connected
• Assure people they will get to where they are going
• Confirm that people get back on track when they are lost

These may seem like simple tips, but many change initiatives focus on the destination without checking in to make sure people are progressing toward it. The destination becomes the focus over how people are getting there. 

Mont Tremblant is beautiful, especially when you can see it. We have reached the checkered flag and it feels good.

Phil

Should you stay connected with everyone you have met?

LinkedIn has a feature that I haven't used, until this week. It is the "See Who You Already Know on LinkedIn" utility that offers to send invites to people whose email addresses are stored in your email account. 

A way to conveniently extend your LinkedIn community to people you know seems like a good idea. Why not send invites to people you have emailed in the past?

On Saturday, I decided to investigate this function. I was curious about how it worked and whether I could filter my email connections for those I wanted to connect with.

I hit "continue" in the pop-up menu and instantly had second thoughts--what about all the people who are copied on business emails? I decided to exit the window, no harm done.

Immediately, I noticed the red email indicator light up on my Blackberry. I looked at my email (a Pavlovian response) and saw two acceptances of my LinkedIn invites. Oh no. I was mortified. 

I had sent LinkedIn invites to everyone who has been copied on an email in my Gmail and Outlook accounts since the beginning of time--presidents of client organizations, professors, dentists, plumbers, you name it.

The acceptances kept coming in. How many invites were sent out, I wondered. How many were ignored? It felt like a popularity contest. 

The more the acceptances arrived, the more relaxed I became about my invitation bonanza. It's only an invitation to connect, I rationalized.

Most people I recognized and was glad that we were now connected. I was surprised that I wasn't already connected with others. Some I wouldn't have sent invites to because either I didn't have relationships with them or the invites might be viewed as requests inspired by personal gain. 

In total, I have received 60 acceptances in 6 days, a 4 percent increase in my total LinkedIn community.

Knowing what I know now, would I do it again? Absolutely. Like change management, my personal goal is to positively influence people to change how they think and act to be more successful. Influencing more people extends my influence, even if it has pushed me out of my comfort zone to achieve it. 

Helping someone decide whether to use a LinkedIn feature may seem like a small thing, but it might be more important to some readers, and that's what makes writing this blog meaningful to me. You never know what influence you can have.

So should you try out this LinkedIn feature? The meaningful connections you gain might be worth it. They were worth it for me.

Phil

The Importance of Year-over-year Results

Yesterday, I gave a talk at the HRPA Conference, Canada's largest annual human resources event.

After my session ended, I visited the conference bookstore to sign copies of Change with Confidence. As I was chatting with a bookstore employee, I realized I had done the same thing one year ago almost to the day. 

I am a fan of measuring year-over-year results, both professionally and personally. Finances, running statistics and adherence to guidelines get year end reviews.

What I hadn't reviewed this year was the progress of my book. I reread a blog post I had written after the last conference for clues about what I was measuring. This was little help since my focus was on how I got to the conference in a three-day snow storm in New Jersey.

I do remember that the number of sales was very important to me. As a first time author, it was a tangible measure of acceptance, or the importance of my book. I checked often.

Also important were the number of reviews, interviews and the number of articles I got published. More concrete measures of approval.

As the year progressed my focus changed. The biggest accolade was a reader who emailed me to say how much my book had helped him. "Just what he was looking for," was what he wrote. Also, a few professors had added it to their reading lists and a company believed in it enough to create an online course on the content, which meant a lot to me. 

My focus had changed from acceptance to influence. 

I hadn't realized that my change in focus has affected my promotional efforts. It had become part of my decision making criteria for speaking engagements and the businesses and institutions I approach. 

I feel good about my progress and the types of results I will make this year.

Phil

Is photographing ourselves more important than the photo?

I have been spending a lot of time lately digitizing old family photos, slides and 8 mm films. Boxes and boxes of them.

Many images haven't been looked at in decades, which feels like a missed opportunity.

Could it be that the desire to capture these moments is more important than the captured images?

I have come across many series of multiple photographs of the same moment. And this was before the days of no cost smart phone photos. Why spend so much time getting the photograph just right?

I think the process of picture taking signifies that the moment is special and worthy of capturing. Taking multiple photographs of the same scene reinforces the importance of the event. The importance of getting it right is a message in itself--this moment matters.

For many years, I would ask teams working on organizational changes if I could take their picture. I would do so for both project teams and workshop participants. The photo taking process was always a social activity that lightened the mood no matter how immersed in content they were. It was an up beat event.

 For these work teams, the photo shoot implied that they were creating important outcomes that were worthy of being acknowledged. They were building the future.

This acknowledgement also happens in our personal lives. For example, the setting up and taking of a 'selfie' signifies that our image at that moment is important and worthy of being captured. The actual selfie is a byproduct of the event―the  recording is more important (and valuable) than the record.

For the last few years, in workshops, my camera has been focused on capturing flip chart notes versus the teams that created them.

I now realize that I have stopped performing an important function for the team and its productivity. Teams are important and they need to be acknowledged. Their work around change builds the foundation for a better organization. 

Regardless whether anyone looks the picture, the process of taking it represents productivity, progress and promise. People and the good work they do are worth capturing because they matter.

Phil

10 Tips on How to Hold a Meeting in a Coffee Place

More and more I work with clients remotely, which is changing how I work. Email, phone, Skype and Google Hangouts are our modes of communication. I only meet my clients in-person when I am leading key meetings or workshops.

Since my face-to-face meetings are at my clients' offices or their chosen off-site locations, I have no need for commercial office space. This expense would only add a commute to my life, reducing the amount of time I could work on my assignments.

I do have a need to meet with other consultants and contacts to work on projects or to network. For these meetings, coffee places are excellent. Chains like Starbucks, Costa and Tim Horton's and independents offer a dynamic space with ample room and refreshments. They are inexpensive too. 

Here are some tips to make the most of your coffee place business meetings:

• Pick a location that is easily accessible for all parties―commuting time is a cost for everyone
• Visit the cafe before scheduling a meeting around the time you plan to meet―is there enough seating, is it too noisy, is it conducive to collaboration and conversation?
• Check for wi-fi access―invariably someone will need to access something on the internet
• Arrive early so you can find the best spot to sit―this week, I arrived second and five minutes late, which is bad form
• Pick a spot away from the door―weather and constant traffic can be distractions
• Offer to buy your meeting attendees coffee―it's good form
• Tip those who take your order―it's a small recognition for the use of their space
• Ask if you can check the time―it's difficult to do surreptitiously and I always go overtime if I don't
• Offer to dispose of everyone's cups, etc.―it's a courtesy
• Ask others if they liked the cafe as a meeting location―this could become a regular meeting spot or somewhere you won't return to

Coffee places are excellent business meeting spots. This week, I had a meeting in a converted book store that had the old world charm of its 88 year history. It was a perfect backdrop for our conversation.

Phil

How to Help People Manage Their Emotions Just Before a Change

Most people behave differently just before they experience a significant change. Supporting people when they must bridge their current and future circumstances can make the difference between a successful or unsuccessful transition. 

During this time, most people express emotions associated with anticipation—excitement, fear, anxiety, blind optimism, sadness, etc. The spontaneous nature of these emotions leads to their amplification. Not managing them leads to distraction and poses a risk to taking on new ways of thinking and acting.

Since people express different emotions at different times with different intensities—minimizing the likelihood of experiencing them is a more productive approach than just addressing them after they are expressed.

So how do you help people through this short, but intense, phase of transition? Here are some actions you can take:

Encourage people to appreciate what they are leaving behind

Every individual aor group has traditions and practices that define them. Reliving these practices either through doing them or storytelling can provide closure to the way things were.

Remind people of the benefits of what they are taking on

Although this is something that is important through all stages of change, it is essential just before people take on new and often uncomfortable ways of behaving. Remembering the ‘why’ behind the change can help justify the anticipated pain of experiencing it.

Offer multiple types of support as people take on the change

Demonstrating how people will be supported through their transition can reassure them that they are not alone. Easily accessible assistance can help minimize the anxiety caused by thinking about the unknown. Offering multiple types of support demonstrates commitment and builds confidence that things will be okay.

This week, my family has been anticipating a significant change. Our eldest son, Sam, is going to university in Halifax, Nova Scotia, 1,800 kilometres away from our home.

My emotions have been varied and intense--everything from pride and excitement, to sadness and nostalgic longing. It has been distracting, but I have been determined not to let it be a risk to our transition. Here are some actions we have taken:

Encourage people to appreciate what they are leaving behind

Sam has had many get-togethers and a party this week. Making them fun and festive was our family's priority. We have also spent a lot of time doing and reminiscing about our traditions.

Remind people of the benefits of what they are taking on

This is an easy one. Sam is entering an exciting time in his life where he will gain new experiences and meet new friends. Living in a new city will be an adventure too. He is going to grow in many ways and everyone is talking about his journey.

Offer multiple types of support as people take on the change

We have turned Sam's move into a family vacation. Barb and Sam are en route to Halifax, and Charlie and I will be flying today to join them. We will be with Sam for three days followed by numerous video and phone calls, correspondence. He may not have time to study. 

Helping people manage their emotions and behaviours before they experience a significant change directly impacts their ability to successfully make their transition. This is true of business and personal changes. A few actions can help ease transitions, as we are finding out now.

Phil

Twelve Traits of a Change Agile Organization

Change agility is rapidly becoming a key skill of successful organizations. It is the ability to quickly respond to new developments—consumer choices, competitive threats, economic conditions, government regulations, etc.—so that opportunities are realized and challenges are managed.

Many common practices slow down an organization's response rate. Annual strategic planning, siloed resource management and static personal objectives (and incentives) encourage leaders and their teams to complete their commitments as originally agreed, regardless of its current importance. 

Agile organizations align three drivers of speed: leadership, resourcing and culture. Here are traits of a nimble organization: 

Leaders:

• View change initiatives as a portfolio of opportunities versus a list of projects managed separately
• Know their roles in change including acting as an unbiased assessor of value delivery
• Are prepared to alter assumptions about an initiative even if it means changing direction and abandoning unproductive work 
• Own the success of the change after it is launched

Resources:

• Are assigned to the highest priority changes according to need versus negotiated minimum requirements
• Have right people selected for key change roles including experience, capability and motivation
• Are easily transferable across initiatives and roles
• Are dedicated to measurement of benefits and continuous improvement

People:

• See change as an enabler of ongoing success versus something to get through now
• Understand the organization's vision and how the change initiatives will help achieve it
• Give honest feedback that is listened to and rewarded
• Discuss, share and follow lessons learned

An organization's ability to quickly change how it operates to achieve its goals is a key ability to ongoing success. As the speed of change continues to increase, it may not be an option. Adopting these traits could be a good start.

Phil