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May Day, may day.
If you dropped by yesterday you now know how to do the consultant Sneak-away. This topic deserves a little unpacking.
The fact that clients can so easily drop someone on a moments notice, even when they had a CONTRACT, just amazes me. The disillusionment gets cranked up with their explanation. It is ALWAYS justification for the drop. None of the justification ever has anything to do with the consultant. Nothing wonderful about that (especially when consultants give their heart and soul to the client during the engagement).
The fact that it is hard to have direct contracts where there is both a written and a verbal agreement (guilt is far more powerful than law) is the highest level of disillusionment. It just does not make sense.
I’ll give some wonderful though.
There is nothing more exciting than starting to think about the next big thing. I am blessed to get to a point in my own career where the next thing is always better (if only because I keep raising my rates for the next client to make up for the loss with the last).
New stuff is WONDERFUL. Carrying a little bit of a sour taste from the old makes you wonderfully disillusioned (in a good way if you correct a little the next time around).
I am thinking I do not dish out enough hints and tips to consultants so for this scenario here are a few:
- Lay out your work parameters at the beginning.
One of mine is that Friday has to be virtual or bargained for. It might be that I work Fridays in order to take a vacation in the middle of the engagement. My billing, or a flexible arrangement with the client, accounts for that.
- Let the client know you consider most deliverables unnecessary.
If you are lucky enough to be direct charge them extra for the ones you think make no sense. But also make sure you offer up deliverables that DO make sense when the client hasn’t thought of it.
- Don’t work by the hour work by the project.
If the client insists on hourly charge them for every one- even if you are just there to wait for a meeting. They will quickly learn that flexibility with a verbal contract is REALLY helpful (and keeps the budget neutral).
- Assume every engagement will end a month or so early (or a year).
Either always be looking for the next engagement (clients hate that, but have no hesitation in getting rid of you) or start about 6 weeks before the end of the “contract”.
- Don’t ever feel like you have to “do this for the team”.
That is an internal thing. You will rarely benefit from the extra time and effort. If you are helping them get to solutions and don’t rock the boat too much they will recommend you (or at least not flame you- I have had a few of those clients too).
- Always be nice, gracious and accommodating (within reason-your reasoning not the clients).
Surprise endings from clients can be unnerving. They can also be exciting because that means the next new thing is around the corner. The combination makes me Wonderfully Disillusioned every time.
Technorati Tags: change management blogs, conract breach, consultant tips, end of consulting engagement
Consultants, you must learn the change sneak away. Contractors you must perfect this.
Here is how this works:
- Client and consultant contract (or there is an endless stream of contracts depending on how many middle men the client adds to, you know, SAVE money-huh?) for an agreed upon period of time.
- Consultant assumes anything that is a contract is enforceable (don’t make that mistake).
- Client makes mistakes chasing symptoms (because they do not want to touch root causes or because they can’t see them) change gets pushed further out.
- Client realizes that gets very expensive fast.
- Client likely begins to fear for their role with budget overage.
- Client hacks (one engagement I was on canned 100 people on the same unannounced day).
- Consultant reacts.
Don’t do number 7 consultants.
And clients, which part about the word “contract” do you not understand? I don’t have enough appendages to count the number of times this has happened (it is almost guaranteed when you go through a third-party).
Do the Sneak-away
Consultant/Contractors, as much as you want to send out that blanket email to say goodbye, don’t. Copy all the email addresses that would have been in that note and take them home for an after the fact thank you.
A reactive thank you is not that at all. It is an in-your-face-I-want-everyone-to-know-you-did-this mistake. Of course you do, just don’t.
The right way to do the sneak-away:
Graciously thank the client for the opportunity you just enjoyed.
Pretend your phone is ringing off the hook for new opportunities (that will give you a nice smile).
Walk away calmly (like a shoplifter does or people trying to not get noticed at airport security).
When you get home take a breath, rest for a second and then frantically start the networking (or calmly begin if you saw this coming- it is amazing how easy it is to see this coming after four or five rounds).
I know this is a little nasty, but I would love to see consultants start leaving a little early for better and higher paying roles so we can get back to real contracting and real consulting (and maybe even real rates).
In the mean time:
Consultants and contractors perfect your sneak-away. Calm, gracious, covert departures.
Technorati Tags: breach of contract, change management blogs, change management consultant. change management blog, consultant sneak-away, consultant tips, management consulting
Another round of debate about “Readiness Assessments” going on in discussion forums.
Disclosure: I think those assessments were made up to justify some of the work companies wanted to be able to sell.
Having said that, there is a place for pre-work that lines things up so that change can move along smoothly.
I still believe it is entirely possible for people to move along those change paths.
If the road is unlit, full of curves and barely navigable then, of course, they will not be “ready”.
If you complain about the path and act as if 18 wheelers will constantly veer into your lane, participation may become a little weak with your initiative (and if you are a change firm lots of time will need to be spent getting people “ready”). How do we know if we are ready for anything around the corner anyway? It seems a silly question to me…
So a short list of things that DO make sense to get ready for:
- The Work
Change always requires a little work- in our personal lives and for organizations. Being ready might mean gathering a little expertise, or paying to add something to your capability. It might mean setting other things aside to make sure there is space and time to get work done. It might mean acknowledging that for some time there may be more work than normal.
- The Motivation
This may have been the reason for those assessments. Are people motivated to participate? Don’t force yourself, or anyone else (those New Year’s Resolutions to exercise are premeditated change that never really works right- you should have asked yourself if you were ready) to jump into change before there is any information. Readiness Assessments happen before anything else. See the circle?
- The Structure
If the “ready or not” list includes all those things that might be missing or need to be tweaked for these new end states then asking for the list makes sense. Separate from my own kind of Get Ready list (which is made up of questions to get the answers for what is missing not to gauge individual comfort level) I have not seen this. Get ready by creating a supporting structure for the new environment- who reports to who, how people will be rewarded, what part of the status quo will work and be acceptable, etc.
- The Activity
You will have a beehive of some kind of activity. It helps to imagine how crazy (maybe in a fun way?) that will be and prepare yourself. When those stakeholders were asked if they were ready did they get this explanation about the energy and activity level? And did they have a chance to catch their breath before the bees swarmed in?
Perhaps I will give you a list of things that are assumed to be on a “readiness” list that make little sense…
Be discerning in your quest to see how “ready” your stakeholders might be. And maybe start on the readiness of the organization itself, sans people, before you make the change path look like some scary trail through a dark forest?
- T
Technorati Tags: change management blog, change management consultant, change steps, readiness, Readiness assessment, stakeholder engagement
Guess what lots of people around you now never use?
Watches.
I know, right?
Surprised me too, the first time someone brought this up.
Then I started looking around. No watches.
(OK to be fair, no watches on anyone less than 40).
I keep looking and almost feel sorry for those people I find that do have watches. That is like being fully clothed at a nudist colony. Or finding yourself in a crowd unclothed.
What happened? What caused this Fast Change Around Us?
Screens. Screens all over the place have time on them. Phones certainly do. All of our fancy computers do. TV’s flash the time for certain things. We still have clocks everywhere (they will likely have some staying power).
Really, honestly, there is very little reason to have a watch anymore.
Except as a statement. Which brings us right to change and change management.
A watch will always be able to satisfy the function of time keeping- anywhere (even under water or in space). A watch will always be a fashion (whether it is fashionable or not is debatable). So, someone will ALWAYS wear a watch. And some people will ALWAYS wear watches.
Think about watches and then think about some things that become change initiatives. Is that new technology a quality functional replacement? Will the new function destroy previous form (is someone going to always want to wear a watch)? Does the new change have a form of its own? Can that become fashionable? Are you forcing everyone to “take off their watches” knowing that they will now have to carry a phone around (that is about 5 times bigger)? Can you justify adding things against that which is different?
If I don’t use all the stuff on my phone does it just make sense to have a watch?
Which, of course, is the drumroll for the Dick Tracy watch-that-is-a-phone. Cue Apple (of course).
Are you wearing a watch right now? If not you are part of the watch-less fast change around us movement.
Technorati Tags: chagne management, fast change, watchless
Do you have a few people, or maybe just one, in your organization that cause(s) people to warn others of their presence?
“Watch out for ___ (s)he always does ___”
Every single initiative I have been on has one of those people. It is fun to count the number of stakeholders that come to warn me about certain individuals (the record so far is 6 people quietly warning me about the same person). Can you imagine being that person who has a forewarning wave that precedes their arrival to everything? If you ARE that person of course you can’t imagine (if you could you would not be that way).
Can you imagine going through life being the difficult one?
Again, I know, I am preaching to the choir. And you “resistors” are just saying, “la, la, la, la, la… I can’t hear you…..”. There are people in this world that are VERY difficult. There are people who carry expectations that no one can figure out (that is usually part of the forewarn warning). There are people who insist on making the world their way. And THAT makes me very disillusioned.
But just for a second, take a breath and think to yourself… “maybe Joe or Josephine resistor is onto something”. Maybe, just maybe, they have some valid points. Maybe the reason they are so obnoxious is because no one listens to them. Maybe they yell and scream because they do not take the time to articulate their points (raising your voice to someone who speaks a different language never works for understanding). Maybe we should cut them a little slack?
Enter the (effective) Change Management Practitioner
These people are the stakeholders you need to start talking to- rather than running away from.
Those people who warn you? What are the odds that they are also resisting in some way?
One of the strong points of good leaders/guiders of change is their ability to ask questions. Expertise in that area is the ability to re-ask in a different way to gain understanding. Yes, you may go through many rounds with these types of stakeholders. Yes, you may have to spend more time than you would like building a little trust. And yes, you may have to be very careful- there are a few resistors out there that are exactly that, saboteurs.
Take that time though. Ask the right questions. Find out why they are so passionate about the negative. Get to the root of their emotion. You will find a wealth of background information for this particular change (and for the politics of the organization). The results are, frankly, WONDERFUL. Do this and you may just be WONDERFULLY DISILLUSIONED.
Technorati Tags: change management blog, change management consultant, resistance to change, resistors, stakeholder resistance
Here is a short list of things that could be on stakeholder’s minds:
- Previous change history
- Layoffs
- Stagnant careers
- Leadership changes
- Performance Management
- Rules and Regulations
- Governance
- Their family
- Their health
- Organizational Myths
- All the invisible “What If’s” (the possible bad ones not the “what is possible’” kind that I like so much)
Yes the list is much longer…
Is there anyone who is willing to listen so they can come to terms with some of the things on this list (talking with a good listener is lubricant for capacity to change). THERE IS!
Change Management Listening
Listening is the most important competency for a change management practitioner.
I have seen a few change management consultants (usually of the project focused mentality) who fail miserably with this competency (and sully the reputation of those who are empathetic).
We are not psychologists (although I have met a few practitioners who are). We are not therapists. We are not judges. We are not walking grand juries.
That out of the way, we are mediators. We are sounding blocks. We are conduits for information. We are, really, responsible for people’s comfort.
Knowing that we listen.
We do not have to agree (although we rarely signal when we do not). We only disagree as devil’s advocates to help people think things through (a skill within the competency of listening). We know change can be hard when information is missing. If we are good we like to see change happen and people grow and develop (organizations too, but that will happen when the people adapt).
Another list- of the things our listening skills can address:
- Leadership- leaders HAVE to bounce things off someone, to anticipate, to get better and to avoid big mistakes.
- Employment issues- every union negotiation with the possibility of change should have a CM listener involved.
- Internal politics- people will do what they do to get ahead (HR mid level leaders are you listening- you are the most guilty of pushing your own agenda). We can help smooth out, with our ears and actions that follow, missteps from selfish agendas.
- Fear- I do not like to call this out when it comes to change, but since I have spent a few years listening I know people do get scared. Assuage is one of my favorite words.
- Lack of confidence- my own favorite form of listening, to reinforce talent, expertise and skill.
This list is much longer too…
Change Management practitioners must shoulder the load. Through the act of listening they can carry a remarkable heavy burden.
Technorati Tags: change management blog, change management consultant, change mangement practitioner, change skills, listening skills
Guess what?
Those practitioners who gave you the long explanation about how people do not like change, have to go through a transition period and will resist first/participate later might just be wrong. (And have wasted your time apparently)
Pull back the blinders, look a little wider, listen and ask the right questions and you will see change is possible, can be exciting and does not necessarily take a long conversion process to get to new behaviors.
So don’t be afraid to get in, rev things up, hit the accelerator and KICK UP SOME DUST!
Some signs from my own place in the world that settled dust is now flying:
- A client who has people not only willing to participate but, wait for it… offering budget money!
- Multiple instances of organizations integrating long held wholly owned subsidiaries into the parent organization because they value the talent, assets and approach of the purchased firm (notice I did not just say assets).
- Cisco is selling their router business to Belkin- maybe a different kind of dust, but certainly a change of perspective and business model for one if not two companies.
- Rates jumped a good 30% almost literally the first day of the year. Higher rates means urgency (and yes maybe supply and demand, but this points to the talent bubble I have been futurizing).
- ‘Lots of water cooler talk about possibility… elsewhere. Changing jobs is certainly kicking up the dust. We will start to see much more of this throughout the year. It is already happing in a few Fortune 50 firms that I know of.
- An increased understanding of Change Management (although see my first paragraph we have a LONG way to go). Understanding something makes it easier to do.
- At least in the US a huge “switch” (in quotes because I think a lot of silent voices have finally been given a chance to speak) in perspective, policies and politics. (Interesting in this area, politics anywhere, go too much in one direction and there is a backlash and a separate digging in of crazy perspective from the side that will be forced to change- yes certain people DO resist change).
- People are smiling again in the middle of a little dust storm. :-)
Is now the time to kick up the dust for change in your organization? In your life? The pendulum is swinging from austerity to possibility.
Technorati Tags: change management blog, consultant, consulting rates, job change, merger, rates
Peet’s is likely a California thing so (if Starbucks is not your first choice) substitute a different coffee shop.
In case you scoot in from out of town here is the difference: Peet’s “double roasts” their coffee while Starbucks, well, Starbucks is Starbucks, no explanation needed.
I love meeting for coffee: someone who introduces themselves out of the blue, a new consultant looking for some sage advice, clients, potential clients, friends, family, business connections, my kids. I have learned people have preferences, even (or especially) when it comes to coffee shops (my kids even have a specific choice for their hot chocolate).
Is this a preference?
You would assume it is.
Or, of course the choice is.
If you do not have a favorite is that a preference?
What might dictate that preference?
Is it a social thing?
We have four Starbucks in town (I can just feel you Peet’s people snickering- cannibalizing their own business and all) (snicker more there are probably 15 within bike riding distance).
One is near the high school and is very social. One is right in the middle of town and is both social and a place to park your Lamborghini (cause if you have a Lambo you park it everywhere and anywhere, right? And just so you know there seems to be only one Lamborghini, there are a few Ferraris, Audis and a stray Fisker here and there, parked next to the 15 year old VW half the time). The third is out on the east side past 26 stoplights (no time for social there with that commute- lots of grab and go coffee choices). The fourth is maybe 100 yards from the third (Peet’s people stop with that snickering) and is very social in an exclusive 25-stoplights-from-reality sort of way.
Maybe you decide what kind of social you want to be today and go to the Starbucks that matches?
Maybe 15 choices for something that should be a simple decision is not your cut of tea (snicker)?
We have ONE Peet’s in town.
I am pretty sure I have never seen someone at both Peet’s and Starbucks.
Almost every time I go to Peet’s I see someone I know (hardly ever happens at Starbucks for some reason). In fact I have seen the SAME people multiple times at Peet’s. Not quite predictable, but maybe close. (And yes to be fair, or equally mean, if you go to Starbucks at the same time everyday some of the faces are the same and not just the Baristas).
So maybe Peet’s as a choice is solely a social thing (and a much easier decision…)?
Is your choice a statement?
Or maybe the choice is a statement?
Somehow I don’t see people picking Starbucks as a statement. Sure they do some good environmental things. Yes they come up with some great business ideas to reel you in. They are innovative that deserves a reward. It seems people make a conscious choice to go to Peet’s and the others feel the need to go to Starbucks.
I know some Berkeley people (where Peet’s started) who are definitely making a statement. And don’t make the mistake of suggesting Starbucks as a meeting place.
Is it taste?
OK let’s be fair. It could just be a taste thing.
Starbucks people I feel you sitting up.
Peet’s coffee is either burnt or it is doubly-roasted for an extra magical taste. Depends on your taste (or preference?).
(Have you ever noticed that when you go to a coffee shop that brews, and maybe roasts, their coffee from beans onsite, you come home smelling like you have been smoking cigarettes? Remember this is California where we have maybe three smokers total [and we have asked them to do that in their own closet away from others]. A Starbucks fan would say you can go to Peet’s and come home smelling like you smoked a pack).
One thing that is interesting is that at Peet’s the half and half and milk containers are always full and its not ’cause the employees are roaming around taking care of everything (they do, but not with the frenzy that Starbucks does).
Availability?
If you are not in your home town and your favorite is not available do you just not get coffee?
(Starbucks people stop laughing).
If the line is huge do you go to the other place? I know that was a dumb question. (Peet’s people yes your lines are shorter, no it makes no sense to go somewhere else- you might want to worry about those lines though, speaking of business models).
What does your coffee shop choice say about you?
Here is a twist:
What does it say about me that I know all about Peet’s, Starbucks, along with Dunkin Donuts and about 6 local coffee shops? I am versatile? Adaptable? Social? Wishy-washy? Indecisive?
Is it a good thing I am willing to meet someone at THEIR choice? (and no I do not fall for the, “Where would you like to go?” trick- coffee shop choices are rarely a negotiation).
P.S. This has TONS to do with change management. People have, and make, choices, for a variety of reasons. Some of those reasons are VERY important to them. It pays, when it comes to change, to keep that thought in mind.
Just so you know- my kids INSIST on Starbucks hot chocolate (of all thing they think the Peet’s version is watered down!). So I do end up at Starbucks a lot (and it will take me a lifetime to use up all those Starbucks gift cards). My own choice depends on my companion (or the way the wind blows if I need “solace”). And I have to admit I enjoy the whole intensity thing at Peet’s (our version always has bikers, runners and type A people pretending to relax). But needing a code for Wifi (speaking of REALLY dumb business models) eliminates half the time I hang out at coffee shops (to work).
Peet’s or Starbucks? How do YOU choose?
Technorati Tags: change management blogs, coffee shops, Garrett Gitchell, Peets, personal choice, Starbucks
These things I already do, but I am resolving to get better:
- Be patient.
Client time is different from mine. It is usually slower, but sometimes has a wild false urgency. Patience for change management means going slower at times and faster when it is not really necessary.
- Fill in the cells.
Whether or not it makes sense everyone seems to need cells filled in. Rather than constantly question all these spreadsheets I am going to take some time to fill them up so I can get to the REAL change management.
- Stand my ground.
It is easy as a consultant to not say some things either because you know there is little chance your comments will turn into the right action or because you are afraid you will push buttons which can make your position precarious. This is exactly what consultant used to get PAID for- willingness to question and eloquently present alternatives. I have worked to hard to discard this talent.
- Spend more time dishing out Kudos.
There is not enough specific acknowledgement in organizations. Perhaps coming from outsiders compliments that call out expertise might carry some extra weight? Perhaps spending a little extra time on this helps others to follow suit? You do not know until you try.
Four resolutions that might help both consultant and client, and vice versa: Be patient, fill in the cells, stand your ground and hand out extra Kudos. Use them yourself if you like.
Technorati Tags: change management 2013, change management consultant, change resoutions
Are you one to think that next breath may be your last? Or do you prefer to think the next breath is one of many to come?
I sometimes think (when I lose that change practitioner “people are great” mantra for a moment) that the world is divided into two types.
Those awaiting the last breath and those savoring the oxygen intake.
So as not to pick on the Glums of the world let’s compromise for this post. Let’s say we all know there WILL be a last breath and the longer you are around the more breaths you have taken versus what’s left. And, of course, let’s tie this to change.
Your Next Breath is Your First
Really.
And there will be more.
There is no way you are going to notice every breath, but you might want to stop once in awhile and do just that. Then savor the fact that another quickly follows.
This is a journey and the breath is the fuel. Enjoy the intake. And yes there is metaphor buried in that statement. “Breath”, “journey” and “fuel” can mean a lot of things.
For change maybe just boil it down to the present, seeing possibility and having a positive outlook. (Since life is a continual change we are metaphorically talking about life here).
Your Last Breath is Close
Or not.
Even if it is, why would you focus on that?
And why do some people live their lives with that focus?
Doctor tells you you have BLANK months to live. You live much longer. So much for estimates and your last breath being your next.
If you see yourself as that unlucky for something that has huge odds against it you might want to buy a lottery ticket. But you might win… and the next breath could be the last… so why bother?
Other People are Relying on Your Continued Breathing
Whether your are in the one last breath group or the one more (and another and another) pack ,other people are counting on you to continue breathing.
When it comes to change it is even better if you choose to breath.
If that is hard, leave the office, go for a brisk walk and “store” up some breaths. While I have no study that shows this it is common sense that if you get your heart and lungs moving you will probably have many more breaths than you anticipated- so exercise is, in a way, storing them up.
Honest those around you will be pleased. And those back at the office will see your rosy cheeks and want to breath a little with you.
Good Hearty Breathing Feels Good
Because real good breathing feels good.
Take that to the extreme with lots of exercise and, admittedly, it does hurt a little, but the breaths after are smooth and relaxed.
Yes, of course, I am talking about the act of living, of participating, of engaging not just sucking up a little air.
Is this your last breath or your next? And which way do you live your life? Which perspective do you use to stroll along the change journey?
Technorati Tags: breathing, change management blog, last breath
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