Other people are great at creating or being a problem. In fact, they’re the best. You see it every day.
What if, hypothetically, you took one of those problems (pick any one) and looked at it as you causing this problem?
Now it’s your fault. What would you do to fix it?
Do that with every problem. In the future you can look back at how much you have fixed.
Frustrated and confused? Why don’t these people know what the hell they’re doing???
If you’re looking for the problem fixer, he or she may be a lot closer than you think.
No one cares about you and your situation as much as you do and the only person standing in your way to sort the mess out is you. Now get out your way and go and do something about the problem.
Change is tough to absorb for anyone. Even the biggest change junkies I know (myself included) have some mental adjustments to make when change happens.
If you’re having to introduce change to a person, team or crowd, here are the steps I’ve seen repeated time and time again in a successful change event:
The first time around
Before you begin, make sure everyone knows what’s about to happen. The easiest way to attract a negative reaction is to keep folk in the dark.
In the first time through a new process, there is always a high degree of discomfort within everyone involved. The new process is brand new and the participants spend the majority of their effort getting familiar with it.
Expect a high degree of negativity, procrastination and confusion. Your role in this is to micro manage ever step of the process. Focus on the process, not the people. Make adjustments to the process only where strictly necessary.
Time two
As uncomfortable as it may have been (and it ALWAYS uncomfortable or you’re not doing it right), round one brought familiarity with the process. The second time through finds the gang knowing the direction but trying to fully figure out their role in it. Or, more specifically, what they want their role to be in the process.
Never underestimate the willingness of individuals to drive toward what they want to do versus what they’re told to do. Observe the people with a magnifying glass and adjust roles accordingly.
Third time lucky
The process is now known. Good. The people who are riding the rails of the process have found their place. Even better. Familiarity kicks in.
The third time around is the first time the change starts to become habit for everyone involved. Participants will start to talk authoritatively on what needs to happen. From here forward you can make refinements and slowly start to retract from the management of the change, process and people and move on to changing the world.
Be the boss throughout. Don’t criticize or join in the negativity. Take the high ground, make it make positive sense for everyone involved.
Sitting on your ass doing nothing will result in nothing. Bring change. Feel uncomfortable. It is up to you and no-one else to make it work.
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