Who Wants Change Who Wants To Change - T-Tees - Your Answers Await, Life's Questions Unraveled

I have recently attended a two day workshop on talent management -delivered by external consultants- that made me wonder why is everybody in the room talking about change. Are they saying that they want to change and they don’t know how? What’s stopping them?

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In my previous roles as a management and leadership trainer I have been called and critiqued for being too optimistic or not been brainwashed yet. Change is essential but not everybody accepts that it’s them who need to change first. As an external consultant I didn’t have much authority in which direction my trainees were developing. Let’s be frank, no external consultant stands a chance to see any results besides the training evaluation forms (if the company cares enough to go through hundreds of them and consolidate them at some point). Internally, however, I believe a lot more can be done to influence people and build the foundations of the organisational change. Because it starts with the little ones. Myself for example I used to tell my trainees (the little people) to tell their managers (the big people) that they can try a certain method because there is a theory that I confirm that works if it’s regularly and consistently applied. Plus, if the big people resisted or had any comments they should call me. Is this enough to generate a culture of change? Even the optimist in me says that probably not.

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So what do we need in order to change? The 70-20-10 model credited by Centre for Creative Leadership is showing us that 70% of individual development comes from challenging assignments, 20% from relationships (coaching, mentoring, collaborative learning focusing on constructive feedback) and 10% from formal training. I have no doubt that most of the times managers delegate more work, aka challenging assignments that subordinates don’t say no to nor complain about. Most of the times employees attend mandatory occupational training too, e.g. code of conduct, ethics, security, environment awareness, legal compliance, HR procedures, and some other business related workshops, if they are lucky to be granted a 3 day out-of-office absence.

The other 20% is about trust and empowerment, about coaching and cheerleading. First of all, someone in your team -a decision maker- has to see your potential and then trust you and have the company pay more for you so you get some attention and a sense that someone believes in you. Then Learning and Development team will challenge you, develop your decision making, problem solving, communication skills. Then it lets you go perform, make mistakes, figure yourself which other technique you can use and suggest you share that with your peers- perhaps you develop your public speaking skills and for sure you practice and receive feedback on your analytical and interpersonal skills on top of that. Anyhow, what’s more important is that someone believes in you and stands by you whenever you need them, so that you are now confident to lead the change.

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What needs to change is the little people admitting that they need to develop and start making changes. When was the last time you asked yourself: I am overworked, I am not motivated, I need to change and I need help? If that’s you there not being able to remember (and i’m not saying that you are little) why didn’t you want to change?

I am looking forward to hearing your answers.

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Category: WHO