How To Be Your Own Barometer of Progress
In this quick change management tip, Praesta coach Dr. Peter Shaw argues that becoming your own barometer of progress will preserve you from the whims and prejudices of others.
The idea
There may be a range of people around you expressing views on the rate of progress, or there might be a wall of silence with people keeping their views to themselves or ignoring the need for change. For some, the desire to reach a new steady state will mean that they want progress to take place unrealistically fast, and will be impatient with careful preparation and consultation. For others, their natural tendency will be to delay progress in order to retain as much of the present arrangement as possible. For some a sense of apprehension could mean a blanking out of the inevitability of change.
Understanding the emotions of others in either desiring or avoiding progress is key to bringing people along with you. For some you will be an advocate for greater patience. With others, your impatience may need to show in a deliberate and focused way.
Being your own barometer of progress will help preserve you from the whims and preferences of other people. If you see yourself as your own barometer of progress, this will enable you to weigh up the expectations and resource constraints that will allow you to assess a realistic timescale. The more objectivity you can bring, the easier it will be to assess the range of views you are hearing from others on progress. It is important that you are not overwhelmed by the diversity of views. What matters is that you have a clear rationale for what you think are appropriate next steps and a timetable that can realistically be applied to deliver those steps.
For example
Alex was pleased that one group of staff were positive about the merger because they thought that equipment could be used more effectively. This group wanted the change to take place within days rather than weeks. Alex sought to affirm their enthusiasm, but needed to help them recognise that it would be a few weeks before a detailed plan covering all the aspects of the new department could be agreed and implemented. Alex acknowledged their enthusiasm while at the same time was clear about the rationale for the timetable.
With other groups Alex needed to be persistent in pointing out the merits of the reorganisation. She had to be deliberate in reinforcing the necessary timetable and not be put off by the apparent lack of enthusiasm.
Handling very different groups of staff reinforced for Alex the importance of being her own barometer of progress. She continually checked with herself that her assessment of what was doable over a period of weeks was both bold and realistic. She was not going to be diverted from this considered assessment by voices of doom or pleas for the new world to start immediately.
In practice
- Recognise how people’s emotional preferences will affect their assessment of progress.
- Be ready to bring measured patience — or deliberate impatience — in responding to the perspective of different groups.
- Be deliberate in being your own barometer of progress, having carefully
