Five Things Smart Leaders Do to Lower the Barriers to Change

Written by Guy Harris

Smart leaders understand that they don’t “make” a change happen. They recognize thatrepparttar people in their organization dorepparttar 144996 work, change behaviors, and, ultimately, makerepparttar 144997 change happen. They understand that their role is to makerepparttar 144998 change meaningful and easier to accept. Smart leaders facilitate change.

Let’s look at five things smart leaders do to lowerrepparttar 144999 barriers to change.

1. They sell more than they tell

Smart leaders are comfortable selling their ideas. They understand that “telling” someone what’s going to happen is very different from “selling” them onrepparttar 145000 idea. I do not suggest that smart leaders use so called “high-pressure” sales tactics. By selling, I mean that they look for ways to get people emotionally committed torepparttar 145001 change.

They paint, and re-paint,repparttar 145002 vision for people. They focus onrepparttar 145003 benefits, notrepparttar 145004 costs. They understand that people need time to adjust, time to acceptrepparttar 145005 change. They work to inspire buy-in rather than compliance.

2. They help people tune-in to WII-FM

Sales and marketing professionals talk aboutrepparttar 145006 radio station that most people tune-in to on a daily basis. They know about WII-FM (What’s in it for me?).

If it’s true about people inrepparttar 145007 marketplace, then it’s true about people inrepparttar 145008 workplace. Smart leaders know how to answerrepparttar 145009 question on every employee’s mind: “What’s in it for me?”

Dr. Aubrey Daniels, noted behavioral analyst and author of Bringing Outrepparttar 145010 Best in People, makes two great comments regarding change acceptance:

* “People don’t resist change, they resist being changed,” and * “People don’t resist change ifrepparttar 145011 change provides immediate positive consequences to them.”

Smart leaders know that people are generally more willing to do things that bring personal benefit than they are to do things that benefitrepparttar 145012 organization. They take a pragmatic, not a cynical or negative, view of human nature. They see people for who they are and work to adjust their strategy to go with -- not against --repparttar 145013 natural drives of people in their organization.

3. They work throughrepparttar 145014 “head grapes”

Every organization has a grapevine -- an unofficial communication channel that often moves faster than official ones. You might callrepparttar 145015 people who other people listen to, and therefore influencerepparttar 145016 grapevine,repparttar 145017 “head grapes.”

Manage Communication to Add Value

Written by Robert F. Abbott

Management guru Tom Peters says white collar workers and managers in functional departments need to protect their futures.

They have to learn "the difference between doing totally acceptable work and creating very new value...." he notes, in an Industry Week article. In other words, people in departments like Human Resources and Finance need to become entrepreneurial.

With that in mind, let's look at three ways you can use communication to add new value, whether you work in a functional department or not.

First, every department of every organization generates unique information. That comes from being astride several communication flows that come together in one office or area.

Information flows in from suppliers, from staff, and from other stakeholders. For example, people in your department read trade magazines, they attend seminars, they're in touch with people in other departments, and they may belong to trade associations.

If your department consciously gathers, sifts, analyzes, and organizes that information - formally or informally - then it's creating new value. It's now more than just information: it's business intelligence, information with added value. That's what we refer to as generating new information.

Moving torepparttar idea of condensing information, one striking characteristic of modern communication isrepparttar 144959 amount of it moving around. No doubt you've heard references to information overload, an all too real problem for those whose work life revolves around information.

You can add value by monitoringrepparttar 144960 information that comes into your office and selecting justrepparttar 144961 critical parts. Movie director Alfred Hitchcock put it this way, "Drama is life withrepparttar 144962 dull bits cut out." That's probably not a bad way of thinking aboutrepparttar 144963 condensing of information.

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