Leaderscapes LLC Blog


This blog is for leaders, managers, consultants, coaches — anyone interested in doing change better, whether personal, professional, or organizational.

Most of us, when asked, embrace the opportunity to change — but meaningful change is very hard to do. It’s hard to initiate the change, even harder to stay the course, hardest of all to make the change stick. It takes extraordinary effort to stop doing something in our comfort zone in order to start something difficult that would be good for us in the long run.

Here you'll find tips and info to help you understand, navigate and do change better.

Is That What You Really Meant?

We've all had times when conversations didn't go as planned. You tried to give feedback, or express a concern, but it came out more like a scolding or shaming. Or you meant to ask a question, but it came across as an assertion that the other person had failed in some way. What could have been a straightforward conversation turned ugly -- and fast. And though you said it wasn't what you meant, the damage was already done. We don't have hours to prepare for every conversation, but taking a minute -- or even a long pause before speaking --...
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Embrace the Storm

The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965. Tuckman said these phases are all necessary and inevitable for a team to grow, tackle problems, find solutions and deliver results. Tuckman's ideas apply beyond teams. Individuals going through change, whether they chose change or not, also experience the four stages. We started a new 10-week session at my gym last week, and we have 3-4 new members at the class I attend at 6 am. The first week is all "getting to know you" -- learning the moves, getting into the routine, and dealing with...
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Go Old School: Knock & Talk

I am old enough to remember a time before we had the convenience of email and text messaging. Rather than attach documents to email, we sent copies of paperwork and formal memos in re-usable envelopes through inter-office mail. If you needed something faster than the interoffice mail system allowed, then you either made a phone call or you got up from your desk and walked over for a face to face conversation. If a matter was urgent, you checked with the area secretary who handled their calendar to see where you could find them. Those days are long gone in...
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Change and a 4-Letter Word: Help!

My friend, Mike, toured a Toyota plant a 5-6 years ago. He remembers the group came upon a group of workers addressing a problem. The workers assigned to that task had a problem and had flipped on their "andon" light -- a signal they needed help. Other workers had come to help. When the problem was resolved, the helpful workers returned to their stations, the andon was set to its original "go" position, and work continued. Watching the scene, another man on the tour blurted, "That would never happen at my plant." Startled and curious, Mike asked, "What do you...
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Change and the Troublesome Employee, part 4

What if that troublesome employee -- the one that pushes back, or wants to slow down, or needs every detail ironed out before moving ahead -- what if that employee was doing you a favor ? What if that employee wasn't an obstacle, but instead, a blessing? We can be quick to label the people who don't come on board with our vision right away. I say "we" because I've been there. Back when I was part of my company's lean team, we had strategy meetings about how to deal with specific individuals -- whether we should force them to...
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Change and the Troublesome Employee (part 1)

Change requires focus, commitment, and a willingness to be uncomfortable. As leaders, it's our job to clear away obstacles to change. As much as we want people to trust us and go along with us, that isn't realistic for everyone. Some of us need more information, others want direct involvement in decisions. Others want to be heard , to know that their input is valued by their leader and their company. In my experience, most companies have at least one employee who they can count on to disagree with and be upset by any change that is introduced. I remember...
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