Five Things Smart Leaders Do to Lower the Barriers to Change

Written by Guy Harris

Continued from page 1

Smart leaders are not too impressed with themselves. They recognize thatrepparttar head grapes have more personal influence within certain employee groups than they do. They understand leadership is about trust and relationship; it is not about position. Recognizing this truth, they seek out influencers inrepparttar 144996 organization. They strive to getrepparttar 144997 influencers onboard withrepparttar 144998 change. They understandrepparttar 144999 power of relationships, and they put that power to work. They work withrepparttar 145000 head grapes to affect change so that they don’t have to push againstrepparttar 145001 head grapes’ resistance.

4. They breakrepparttar 145002 change into “bite-sized” pieces

Smart leaders understand that people need both information and time to accept a change. They also realize that they can’t wait forever to get everyone onboard. So, they break big changes into small pieces that people are willing to accept more quickly.

By moving in stages, smart leaders move their organizations with steady forward progress instead of periodic quantum leaps.

5. They build positive momentum

By breaking big changes into bite-sized pieces, smart leaders set themselves up to build positive momentum. Smart leaders know that an early failure or setback can create more resistance later -- even if they overcomerepparttar 145003 initial setback.

Building a record of quick, early wins helps people acceptrepparttar 145004 upsets that will happen onrepparttar 145005 way to success. Smart leaders understandrepparttar 145006 power of momentum -- either positive or negative. They break changes into small pieces then pick their first move because it has a high-probability of success.

Copyright 2005, Guy Harris

You may use this article for electronic distribution if you will include all contact information with live links back torepparttar 145007 author. Notification of use is not required, but I would appreciate it. Please contactrepparttar 145008 author prior to use in printed media.

Guy Harris is a Recovering Engineer. He helps entrepreneurs, business managers, and other organizational leaders improve team performance by applying the principles of human behavior.

Guy co-authored "The Behavior Bucks System(tm)" to help parents.

Manage Communication to Add Value

Written by Robert F. Abbott

Continued from page 1

You can also summarize. Rather than distributing selected bits of information, you can write an abstract that capturesrepparttar key data or ideas and reducesrepparttar 144959 load to manageable size for others. That's great added-value for senior managers who need overviews, rather than details. Many internal newsletters earn their keep by providing regular summaries of useful information. That information can come from outsiderepparttar 144960 organization or from within.

Third, there's other side ofrepparttar 144961 same coin, which involves expanding, rather than condensing, information.

One way to do this is by providing context. Consider, for example, any current issue that gets high profile treatment. Can you takerepparttar 144962 information you have, and then provide background that helps others make sense of it? You might bring in additional information that provides a brief history,repparttar 144963 current opportunities and threats, and some possible directions forrepparttar 144964 future, along with their implications.

You might also expand information by making connections to issues that don't seem to affect your organization. For example, suppose your factory serves onlyrepparttar 144965 domestic market, so globalization seems irrelevant for at leastrepparttar 144966 near future. But, what if you could explain how changes to tariffs would allow you to buy your raw materials at lower prices?

In summary, you can add value to existing information by turning it into business intelligence, condensing it, or expanding it. All approaches may userepparttar 144967 same material, but manage it differently, to satisfy different needs.

Robert F. Abbott writes and publishes Abbott's Communication Letter. Learn how you can use communication to help achieve your goals, by reading articles or subscribing to this ad-supported newsletter. An excellent resource for leaders and managers, at:

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