Today, a special invitation to the first Drake University / Master of Science in Leadership Development (MSLD) Leading Change virtual conference!
Click on the image below for additional information on the conference including the sessions!
To get us warmed-up on the topic of change: What would you answer if asked you "Do your employees resist change?" Ronald Heifetz, co-author of The Practice of Adaptive Leadership, argues that people do not resist change. They resist loss. Consider if you would resist:
When people resist change, we need to ask what is the perceived loss. Typical losses include time, power, expertise, friendships, security, etc. For example: Imagine that you have just brought to your office a great new technology. You could not be prouder. Everyone's life will be better - or so you think. However, you may have forgotten:
This week's question: Think of a situation in which your colleagues resisted a critical organizational initiative.
What did they have to lose?
Happy Learning, colleagues! I hope to see you at the conference!
Dr. Cris Wildermuth
Linked:HR Community Chair
Associate Professor, Drake University
Master of Science in Leadership Development
Since March of last year, I have worked from home, much like many of you. The bright side: I get ready in minutes. I schedule meetings without worrying about commuting. I get to pet my dogs or take a break whenever I want. The not-so-great: I miss my family and friends. I want to see my students face-to-face, have dinner with them at Fernando’s, and run fun simulations that allow us to run through the corridors. I am ready to host my students for “Cris’ famous wings.” The line between work and home is now completely blurred. So yes - I look forward to a normal life. However, am I looking forward to my office? Parking? Worrying about professional clothes? Rushing from meeting to meeting? Driving home in bad weather? Not really.
Some interesting statistics:
As vaccine supplies increase, many of us are considering back-to-work plans. So here are my questions:
Thank you for attending my second Tech Talk! I hope you enjoyed the session. I enclose, below, a copy of my presentation. You may also download the PDF file HERE.
Here are links to the tools I mentioned in the presentation:
TechTalk 2 by ProfessorWildermuth
Tech Talk II Recording
A while back, I wrote a brief article entitled "How to Disengage your Employees in Seven Easy Lessons." The lessons were:
Recently, I have been thinking of an eighth "disengagement lesson": Make sure your employee feels not trusted. Let's start by what trust means. Trust is a multifaceted construct. For example:
The first set of examples has to do with the other person's characteristics (according to your perception, of course). Item 2 relates to your personality and cultural background. Item 3 relates to the cultural environment. When organizations have a low tolerance for even small mistakes, the result is often widespread mistrust.
Of course, the problem is that all these trust components interact with one another. For example, you could mistrust someone's competence because you are terrified of the consequences should the person make a mistake. You could be leery of a person's integrity because you tend to mistrust almost everyone.
What does all that have to do with engagement? William Kahn's landmark article Psychological Conditions of Personal Engagement and Disengagement at Work suggests that engagement relies on three critical components: meaningfulness, psychological safety, and resource availability. Kant argues that trusting relationships connect to psychological safety. He writes:
"Interpersonal relationships promoted psychological safety when they were supportive and trusting. Such relationships had a flexibility that allowed people to try and perhaps to fail without fearing the consequences" (Kahn, 1990, p. 708).
I would argue, though, that trust relates to all psychological engagement conditions. Meaningful work is one in which one feels valued and valuable. An employee is unlikely to feel "valued" in a low trust environment. In particular, one cannot have one's integrity questioned and feel "valued." Likewise, resource allocation depends on trust. If my leaders do not trust me, they will not share the critical information I need to perform my duties.
So, here are my questions to all of you:
I know it's not easy to trust a large number of employees. I am also a realist; I realize some people lie. The conundrum, though, is: Might you be disengaging your best employees to prevent those who - let's face it - you might not want in your organization in the first place?
I'm curious about your thoughts!
Dr. Cris Wildermuth
Dr. Cris Wildermuth is Linked:HR's Community Leader and an Associate Professor at Drake University, where she directs the Master of Science in Leadership Development. You may find out more about Dr. Wildermuth's leadership development, ethics, and intercultural development consulting practice at THIS PAGE.