Umbrex is pleased to welcome Ana Freire. Ana Freire has been working as an independent consultant in New York for over three years, supporting Fortune 200 Companies. Ana has been supporting clients tackle change management, operational efficiency and market assessment initiatives. Prior to becoming an independent consultant, Ana worked as a financial analyst at Johnson & Johnson, and then spent almost four years at BCG, having worked on Financial Services, Pharmaceutical and Consumer Goods Industries.
Dan Markovitz shares why COVID-19 provides the opportunity to institute change.
“You’ve heard it countless times before:
‘People don’t like change.’
‘Change is hard.’
‘Change activates people’s lizard brain. They’ll fight you or run away.’
‘People don’t mind changing. They don’t like being changed.’
You hear these complaints so often that you’d think they’re inscribed in the 10 Commandments by now. (They’re not, by the way.)
Sure, there’s plenty of truth in those sayings, but the good news is that right now—in the middle of the Covid-19 outbreak—they’re less relevant than ever. If you want to make a change at your organization, now’s the time to do it.
The habits that people develop are like ruts in a dirt road. Whether you’re driving, biking, or hiking on that road, it’s really tough to get out of the ruts. You get stuck in the well-worn grooves that you or others have formed over the years. Which pant leg do you put on first? Do you brush first and then floss, or floss and then brush? How do you interlace your fingers? Good luck changing any of those habits.
Except when a flood washes out the road and you (and everyone else) is forced to bushwhack across new territory. Everything is thrown into turmoil, and the old habits no longer apply. When the road is gone, so is the rut.
Read the full article, Covid-19 Is The Best Thing To Happen To Your Company. Seriously., on the Markovitz consulting website.
Jesse Jacoby shares a timeless post that explains how leaders can overcome overt and covert resistance to change.
In your role as a leader, you will likely encounter resistance to change at some point from one or more of your own team members. Resistance may come from a variety of sources:
- An individual with a difficult personality
- Someone anxious about impending change
- A person who disagrees with your vision
Resistance is usually demonstrated in one of four ways, each with the potential to create roadblocks for you:
- Lack of Communication – Leaving you out of the loop in terms of key information or not discussing issues openly
- Lack of Support – Foot-dragging on key initiatives you try to implement
- Counterproductive Criticism – Being overly critical of you and your ideas
- Passive Aggressive Behavior – Agreeing to do something, but then not doing anything
The steps to overcome resistance include:
- Being alert to the signs of resistance
- How to gain an understanding of the employee’s perspective
- Defining the positive behaviors you want to see, and be clear about your expectations
- What to do if the resistance becomes habitual
Read the full article, How Leaders Can Manage Team Member Change Resistance, on the Emergent Journal website.