Irrational Change

Frequent small changes build confidence and flexibility.

Small habits and changes are easier to adopt. Less scary, less risk of failure, less effort.

Chunk change into small bite sized pieces. Evolution rather than revolution.

Try it!

Practice gratitude.

Look for the small things.

The more you practice, the more it becomes part of you.

Know where you are going.

It sounds simple, but it often isn’t clear.

Ask yourself four questions:

1. How has your environment changed?
2. What do you want to keep?
3. What do you want to change?
4. How do you need to show up?

ENVIRONMENT: The world outside your change or transformation is constantly shifting. Check in. What do you need to know

KEEP: Not everything changes. It is good to ground your team in what is staying the same, it reduces the uncertainty and gives confidence

CHANGE: Be clear. What does good look like, what does bad look like?

SHOW UP: Leaders get the outcomes they deserve. If you want different outcomes, how will you need to show up differently.

Role Clarity is the #1 driver of outcomes. Ask the four questions!

Communicate what to do AND what not to do, give alternatives. Do not leave a gap.

As well as communicating what something IS ... remember to include what it is not, the light side and the dark side:

▷ What is changing and what is not changing.
▷ What values are and are not.
▷ What behaviours to adopt and what they not.

Only including one half of the boundary lines leaves a lot open to interpretation. Do not leave a gap.

Simple tactic, but very important!

Rational, logical plans don’t work. There, we said it!

A big ah-ha moment for us.

Humans are irrational, predictably irrational, so try a human-centred irrational plan instead.

An irrational plan takes into account human biases, reactions and behaviour, all of which are predictable.

It recognises that the biggest drivers of our willingness to change are the social norms set by our tribes, and the conviction of our leaders.

Work smarter not harder.

Increase capacity for change by building confidence.

Uncertainty adds to our mental overload, consider ways to reduce the overload.

One of these is to increase the feeling of confidence; that I am valued, and I am doing good work, that I can safely try new things and take risks.

Take a moment to offer positive feedback and help your team be confident.

If you want a different outcome, do something different.

A simple concept. If you keep doing what you are doing you will get the same results.

For a different outcome you need to ‘do’ something different. Simple as that.

Looking for inspiration on what you can do differently, we can help.

Give a man a fish, and you feed him for a day.

Teach a man to fish, and you feed him for a lifetime.

What are you teaching your teams today? How are you empowering them with skills and confidence that will last them a lifetime?

One of our most important roles as leaders is to grow our teams, to build self-sufficiency.

What are you doing to grow your team; asking questions instead of giving solutions, expanding experiences, or role modelling learning.

A wise leader knows that when their team that grows it makes them a better, stronger and more successful leader.

If you are fearful of your team growing, ask yourself why? Have you understood your role as a leader?

Take a break. A proper break. Your mind and body will thank-you for it!

It may seem like the last thing that you need, but a break away will renew and give a better sense of perspective.

Your brain will have the chance to be creative and problem solve. It can feel tough, that there is never a right time to take a break, especially when you do project work.

Projects exhaust us mentally, emotionally and physically, they do not have the predictability and stability of a role with a routine.

However difficult it feels - take the break. You will be better for it.

Are you ready to create a new normal?

Beware settling in the now. Once the rock is rolling, choose where you want it to go to.

It can be tough to get the rock rolling, but once the muscle is moving, create a normality around being flexible and agile.

Make it a strength.

In a virtual, or hybrid world, be consistent and transparent as a leader.

The more predictable you are the more likely your team will behave in the way you desire.
This is a time when authenticity and intent really count. Without the constant visual cues from proximity, these can be lost.

Remember to be consistent, don’t assume, be human in emails and non-visual content.

Ask open questions and get your team talking, understand where they are at before leaping in with task.