Archives For change

To Go Fast — Go Slow

Gary Mayes —  October 28, 2012 — Leave a comment

Here is a conundrum. The fastest way to achieve significant organizational change is often by going slowly.

The problem is that leaders live to make things happen. They thrive on taking new ground. They work to move people, ideas, and organizations toward greater accomplishment. In short, leaders are change agents. Slowly and patiently do not come naturally. Leaders resonate with Sammy Hagar’s song, “I Just Can’t Drive 55.”

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Leaders get things done. They don’t merely mobilize others to accomplish great things, they know how to work hard and are willing to keep their head down to do whatever it takes. The only problem is that if you keep your nose to the grindstone too long, you get blood in your eyes. The ability to lead with sustained creativity and clarity requires time and space for reflection.

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I am fascinated by the ways and reasons we resist change. We don’t just resist changes that are big and scary, we resist change on every level. We laugh at Einstein’s definition of insanity while pretending we don’t live by it every day, “doing what we have always done, expecting different results.” Leader face this resistance constantly. At the same time, leaders often miss the subtle ways they stand in the way, too.

Last week, something hit me afresh: Even leaders who seek to help the people or organizations they lead take new ground—aka: make productive and profound change—are tempted to limit the changes they are willing to lead to those within the boundaries of their own comfort zone. To say it another way, it is easy to ask other people to make major change as long as that change is contained within the realm of what we are already comfortable with. In other words, even as we call for bold change in others we are being careful to avoid the implications of those changes in ourselves.

However, leading is about change. Leaders look at where they are now and where they need to be. They admit that it is not possible to get somewhere new doing what they have always done. Great leaders are willing to go back to the drawing board to unlearn, relearn, and become students of whole new disciplines and skills. They are willing to put it all on the line for the sake of what needs to be achieved. They literally, “walk naked into the land of the unknown.” (Robert Quinn, Deep Change.)

Leading is change, it is not about polishing the status quo. Therefore, to be a leader of change I have to allow change to begin in me.

But here’s the deal. Change is destabilizing and risky. You cannot guarantee a return on your “investment” of change until you are all in with no way of going back. Change is an act of faith to trust your best wisdom and intentions. But there are no guarantees. It is possible to pay the price of change and not achieve what you hope for. So, given the facts that change is risky, that people resist change, that change leads to loss and destabilizes an organization, it is no wonder that courageous appropriate leadership is so rare. There are lots of reasons to play it safe.

However, we will never get where we need to go by staying where we are. (How’s that for a brilliant quotable quote.)

Time for a little personal inventory:

  • What is the new territory you long for with your team or organization? What do you dream of achieving?
  • What actions, decisions, or new growth have you been putting off?
  • What risks will you have to take to start leading toward that new future?
  • and the most important question: Who do you know who could help you discover and develop the new skills or disciplines you will need to lead at a new level?

    That 40/40 world ended sometime near the end of the last millennium. It was replaced by a world where everyone essentially works as a consultant, a world where job security is only as good as the current project you are working on. It’s a world that requires people to put in however many hours it takes to get the job done. And, now both spouses work in this same environment replete with the anxiety, fatigue, and long hours that come with it.

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    Picture the scene. Here I was, trying to explain the problem of a 30-year-old analog TV in a flat-screen high-def digital age to a technologically illiterate senior citizen who is almost deaf. He just doesn’t have the categories.

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    It is December 30th and that means we are in the red-zone for the annual “get your life together” rhetoric calling for New Year’s resolutions to fuel personal growth. But, what do you do if you don’t buy into this annual opportunity for a fresh start? What if you would rather avoid another attempt at change and the potential disappointment that comes with it? What if you like things just the way they are?

    If you’d rather avoid the risk of change, this is your lucky day!

    I would like to let you in on a secret. It is the easiest way to avoid change with the least amount of effort. In fact, by simply mastering the well-timed use of two words, you can indefinitely avoid the unpleasant risk and hard work of change on a personal level or even thwart an initiative for change in any group you are part of.

    The secret?  Learn to use these two magic words:  not yet.
    Here’s how it works.

    Imagine you have or let’s say you “know someone” who has a few pounds to lose. By simply saying, “I really need to lose some weight, it is really important, but not yet. I have this holiday to get through or that trip to take first.

    Perhaps you need to get your financial house in order. If so, try this one: “I am working on a plan for how to do it, but with all the Christmas bills now is not the time, at least not yet.”

    Or, maybe, you need to make a few changes at work or you are facing some other challenge that will require courageous change.  Look yourself (or anyone else that matters) in the eye. Affirm the need for change, but in sobering tones finish your sentence with, “but the timing just isn’t right. I’ll need to make the change soon, but not yet.”

    The secret power of this little phrase is nowhere more transcendent than in a group setting, let’s say at your church. Picture the scene, some leader suggests changing a program or tradition you find personally meaningful all in the name of greater impact on other people in your community. Sure, maybe at some point in time it would be a good idea, but not yet.

    Instead of suffering in silence, this is a perfect time to speak up and wax eloquently on why this proposal is a fantastic idea. But, before anyone can shout amen, continue right on and in the most sensitive manner point out to the group that considering all the current challenges at hand, now is not the time.  “It is clearly a great idea, but not yet!”  Pontificate that before diving into the disconcerting waters of change on something so important, it would be good to do more study, more preparation, more shoring up some of the core programs and practices that already need attention. Thank those that have offered the proposal. It is a good idea, but not yet.

    Before you know it, by your skillful use of the non-taxing strategy of “not yet” you will have postponed change indefinitely. You will have avoided all risk. You will have been able to maintain status quo. What could be more comfortable?

    I know that “they say” if something needs to be done, there is no time like the present. And, I know thatin the Bible James warns us about walking away without making any changes after looking in the mirror and seeing exactly what needs to be done. Even the book of Hebrews says, ‘today if you hear the Lord’s voice, do not harden your hearts…” But certainly all these people understand that now is not the time to seize the day and make those changes that have been nagging at you for some time.  They are good ideas, but not yet.

    Unless of course change is actually needed.

    In this world of complexity, we need to re-discover the essence of what it means to be the church. I’d like to offer a suggestion-a new attempt at definition, if you will.

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    Much of the time, the church is like people inside a one-room building who are busy rearranging the furniture but ignoring the real question.

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    Endurance and Success

    Gary Mayes —  February 28, 2008 — Leave a comment

    Good leaders with good ideas and good plans still fail on a regular basis…and, as often as not, the reason a new project or initiative fails is nothing less than a lack of endurance.

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