A lot of people fear change. If you are one of them, I encourage you to join me in making 2005 the year that we face our fear and explore ways we can begin to make small changes in our own behaviors before we go out and try to change the world. I am going to make a conscious effort to be a better listener this year. I have a "driver" style of leadership and I always get the job done as a result. Now I have to consider how much better my results could be if I would involve more people in my plans and solicit their thoughts. The idea is to ensure that I implement the best plan possible by including others.

Change has been a word I have not always been comfortable with. If I had my way, the need for constant change would take a hiatus. Yet we must realize that in today's competitive workplace, no one can afford not to jump on the change bandwagon. So how do you resolve the conflict of wanting to be viewed as a leader and yet resisting the need to change wherever possible? First you have to realize that your thoughts on change are normal. Then you have to be willing to explore why you sometimes resist change.

Adding this understanding of change behavior can only enhance your leadership skills. I believe we resist change because it seems so much easier to let things remain the same. Making a conscious decision to not only change but to lead change is no small feat. I do know that each of us will need to create the change opportunities that will lead to the fulfillment of our dreams and goals.

If you would like to explore individual leadership changes you need to make, give me a call. Together we will explore the best path for you to take.

Concerning leading change, I offer you the following recommendations.

1. As you work to improve your management skills be sure to include learning how to lead change on your list of priorities. Leading means to guide by willing to be first.
   • Make sure you understand and embrace the top three goals of your organization before attempting to lead change. The purpose of building your foundation first is to ensure you don't attempt to lead change in an area for the wrong reasons.
   • After careful study of an issue and seeking input on how others view the issue, feel confident in making your change recommendations. Too often, leaders don't speak up about a needed change because of a concern of rejection.
   • If your change idea is initially rejected, make sure you ask the right questions to help you fully understand where the disconnect may have occurred. Revise your plan to meet the objections and find a champion within the organization who is willing to support your ideas.
2. If you would like to increase your value as a current or future leader, I recommend you read the following book. Blueprint for Innovation by Charles W. Prather and Lisa K. Gundry. This book provides creative processes you can explore to make you and your organization more competitive as a result of leading change.

Last month we explored Karen's dilemma. In summary, Karen was asked by her boss to work on improving her team building skills. She was assigned to a team that is struggling with team dynamics and achieving results. During her first team meeting, Karen was not successful in helping the team reach consensus and her boss has expressed disappointment in her leadership abilities.

Listed below are the questions I asked along with my responses to the scenario.
What went wrong? A series of missteps occurred that did not offer an opportunity for Karen to be successful in helping the team. The most important reason is that expectations were not properly identified for Karen or the team members by the boss. In other words, what needs to change within the team?

What could the boss have done differently to set Karen up for success? Prior to sending Karen to her first team meeting, the boss could have set up a meeting with Karen and her team to discuss the rationale for having Karen join the team six months later. Taking this step would have helped the team leader understand how to best use Karen's skills in the meeting to ensure the needed changes were made.

What steps, if any should Karen have taken prior to attending her first team meeting? If the boss did not initiate a meeting with the team leader, Karen should have done so. Taking initiative would have allowed Karen to put the team leader at ease. An open discussion on the leader's frustration with the team would have gone a long way in Karen better understanding the team dynamics. She also could have met with the other team members to better identify how she could help the team reach consensus on how to make the needed changes.

Should Karen express her concern to the team leader about how she was treated during the meeting? Karen should be very strategic in communicating her concerns to the team leader. Her first response needs to be one of trying to understand the "real problem" before revealing how she felt when the team ignored her. A more strategic approach would be to seek answers on how she can best assimilate with the team so that her responses will be listened to in future meetings.

This Book Will Show You the Path to Leadership!

Choose to Lead provides tools and strategies for mastering the five essential competencies for effective leadership, including:

"Women have to believe that we have the same opportunities as men to lead. I choose to think that it starts with your own attitude and confidence that you can do anything you want to do. Your focus should be on how hard you are willing to work for it. Most people become successful due to their determination. Narmen and Deborah provide an excellent step by step process on how to merge your given capabilities with your choice to demonstrate leadership."
-- Jan Fields, President, Central Division, McDonald's Corp.

"Choose to Lead is an inspiring and fascinating collection of stories, advice and tools from Narmen and Deborah. They have forged one common voice to encourage others to build the leadership qualities within themselves. Each topic resonates with hope, ideas and success, clearly illustrating how women can be leaders and help change the world."
-- Anne Arvia, CEO, ShoreBank

"Three cheers for Choose to Lead! Narmen Hunter and Deborah Chima have captured the essence of female leadership and what it means to be an effective leader. Yet, it is more than a theoretical treatise; they identified the competencies and actionable steps to be effective in a leadership role. This is an insightful and pragmatic book for women who make the conscious choice to "dance on the glass ceiling."
-- Sylva K. Leduc, MED. MPEC, President, Client Compass Software and Co-Author, Women's Work: Choice, Chance or Socialization?

Available March 1, 2005

Coaches Corner

Coach's response: First, are you sure that all of your hard work was not just a lot of activity and little to no results? Demonstrating leadership in the area of change management requires a variety of skills. These include managing expectations, handling corporate politics, analyzing situations, reacting quickly to solving problems, and having a good working knowledge of basic business skills. A very important element of demonstrating change leadership is having strong people skills as you work through others to get the desired results.

My advice is to meet with your boss and determine which of these areas need your immediate focus. Once you reach agreement, you need to present a development plan you will use in any identified areas of opportunity. Only after taking these steps can you have the expectation that your boss will recognize your progress. It is also important that you request quarterly update meetings to ensure you are on track with the development plan. If they get cancelled, keep rescheduling. Your future career goals depend on you being persistent about getting clarification from the boss regarding your performance progress.

Each month a question will be answered in the coach's corner. Submit your question to the coach at: deborah@chambersconsult.com. If your question is chosen, your identity will not be revealed.

Leadership Coach Deborah Chambers Chima offers one on one coaching, consulting, and teleclasses designed to assist professionals in creating a work environment that is challenging and provides opportunity for career growth. If you liked today's issue, you'll benefit from her interactive, results-oriented coaching designed to help you define and execute the professional development plan that will lead to achieving your goals. To learn more, log onto my website at www.chambersconsult.com.

Deborah Chambers Chima is passionate about assisting her clients with achieving their professional goals. Prior to launching her consulting and coaching firm, she achieved an award winning, twenty four year tenure in corporate management in the retail industry, in both international and domestic markets. Her clients appreciate her attention to detail and her desire to assist others in improving their productivity.

To learn more about Deborah, please visit her website at www.chambersconsult.com.

(c) 2005 Chambers Consulting Group, Ltd.