During change we are used to looking for the “burning platform” as the reason for initiating change. The implication is if change doesn’t happen then bad things will result. So right from the outset change is pitched as necessary or else, particularly transformational change. We create a sense of threat thinking this is what will generate momentum. And to a certain extent it does.

But knowing now what we know about the brain, creating a sense of threat almost certainly encourages people to back away from change, to feel suspicious about it. It’s a fine balancing act between enough urgency to get things moving at the organisational level, and any sense of threat that can paralyse action at the individual level.

The story about change for individuals is better when focused on the positive outcomes of the change, not the negative consequences if change doesn’t happen. My sense is that the burning platform story is best saved for the Board, or for those who have to fund the change and take the overall risk.

Mark McDonald from the Gartner Blog talks in this post about the differences between “playing for food” and “playing for fun”. The burning platform story is about playing for food – doing it because it’s necessary for survival. The positive story is more “playing for fun”, where it’s done because good things will result and people might even enjoy the process.

How much of your story is at the Burning Platform end of the spectrum, and how might that be making your change efforts more challenging?

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Stefan Redel makes a similar point in his article “7 Ways to make your English Teacher Proud“.

They key to getting a message across and have people believe it is:

1. Simplicity, and
2. Authenticity

Real communication is even more important during change, when uncertainty and anxiety are a feature of the landscape.  Communications that are pages long, take a “cool” tone, and have the emotion stripped out of them are wasted effort. If you aren’t sure how “real” your communications are, read them aloud to yourself or others. If it  gets eyes rolling, you need to change it up.

What’s the one thing you can do to improve your communications?

Use everyday language. Talk like a human being, and don’t write them as if the receiver is a robot. Simple and authentic messages get read and understood.

Test your own limits with this range of brain enhancing games from Sharp Brains.

Top 50 Brain-Enhancing Activities

As with any muscle – use it or lose it.

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1. Structure – the right structure is one that isn’t stifling, restrictive or encourages silo’s and bureacracy
2. Processes – lack of scalability often creates roadblocks and impedes volume and capacity growth, and
3. Prepared people - people who aren’t good at thinking beyond their current job descriptions, and can’t handle increased conplexity will hold back the organisaitons’ ability to flex and cope with changing demands.

The key is, as always, to be ahead of the curve and plan for these factors well in advance.

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11 Ipad Apps for Meetings and Presentations

Let me know if you have any other great Ipad apps for sharing

1. Identify the people whose support matters, either because they are critical to its implementation, they are big influencers, or trusted by others. Do everything possible to understand how they feel about the change, and address their concerns.
2. Work out who your advocates will be:
   • Who is on board and happy to say so to others?
   • Formally include them in communication and engagement activities to make the most of their leverage.
3. Who is against your change? Why? Find out.
4. Involve customers as a stakeholder group and get their input into the change. This is super engaging for the customer and gives you valuable insight into their perspective.
5. Make a plan for working with all your stakeholders over the course of the change. Use group updates, one-on-one meetings, informal chats and reports to keep them updated and get feedback from them.

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Interview with Google’s Eric Schmidt on culture and social issues

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1. Create a sense of urgency around the change.
   • Why does it have to happen now?
   • What happens if it doesn’t happen now
2. Develop a kick-off plan to build interest and enthusiasm. And I don’t mean do a power-point presentation that you ask all leaders to deliver (yawn…). Make it fun and interactive.
   • Create a video, schedule a series of stand-up workshops where people are out of their chairs, have senior leaders do something tongue-in-cheek.
   • Get creative and people will respond.
3. Invite volunteers at team level to get involved with the change. This is a group who care about the change and can provide insight into team level concerns.
   • Get them across the change – ask for their input into the local change impacts.
   • Keep them involved all the way through and ask them to be a conduit between their teams and “the change people”.
4. Get any high potential employees involved in the same way.
5. Build early wins into your plan within the first 1- 3 months.
   • Having tangible success helps people see that things are happening

There is no such thing as multi-tasking. Our brains can physically pay attention to only one stimulus at a  time. So when we say we multi-tasking, what we are actually doing is switching our attention quickly from one thing to another.

Studies have shown a 50% drop off in performance when attempting to perform two conscious mental tasks at once (driving and texting anyone??).

So when you are having one of those really busy days with lots going on, the best thing you can do to be effective is:

decide how long you are going to focus on each thing, and

shut out other distractions while you do it (turn off all computer and phone sounds, shut the door etc)

This way you get maximum bang for your buck from your prefrontal cortex.

Procrastination is just a nice way of saying avoidance. Why do we avoid things? Simple – because we don’t enjoy them, or because they take us out of our comfort zone.

So instead of succumbing to the dreaded beast – try these tips for getting over the procrastination hurdle:

1. Be honest about why you are avoiding the activity. Is it fear, is it that you don’t get on with someone, is it because you have to deliver bad news and you’re not sure how to go about it?
2. Commit to doing it at a certain time. I usually do the things I like to avoid in the morning, so they are out of the way.
3. Prepare! If you need to write yourself a script, do it. If you need to have absolute quiet, switch off the phones for a couple of hours. Whatever it takes – set yourself up for success.
4. Just do it!
5. Reward yourself when you are finished – but only when you are finished. I reward myself by going out for coffee afterwards, or taking a break.
6. Appreciate the feeling of getting something done that would normally sit in your in-tray for ages.
7. Consider whether you should actually be doing this job. There are some things that we just aren’t suited to, or that we don’t have the expertise for. If the things you avoid fall into this category, consider outsourcing them to an expert.

Procrastination during change can  have dire consequences. What are you putting off today?