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603. How to Deal with Transition (Change) (Rerun) · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to the daily influence where our mission is to deliver a daily dose of positive influence that can uplift you personally or be shared within your sphere of influence.
• 0:20
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• 0:30
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• 0:35
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• 0:40
  [SPEAKER_00]: Hey, everybody, Brian Smith here with the I&Team series and the daily influence.
• 0:46
  [SPEAKER_00]: Today, we're going to be talking about transition or change.
• 0:50
  [SPEAKER_00]: In a lot of you who have been around me now, I really don't like the word change that much.
• 0:56
  [SPEAKER_00]: Yes, we have to use it.
• 0:58
  [SPEAKER_00]: I'm not a fan of change management.
• 1:01
  [SPEAKER_00]: I'm not a fan of implementing change.
• 1:04
  [SPEAKER_00]: I'm a huge fan, and it is the solution
• 1:09
  [SPEAKER_00]: I have a big fan of using replacing the word change with the word improvement.
• 1:15
  [SPEAKER_00]: Stop calling it change, start calling it improvement.
• 1:19
  [SPEAKER_00]: Nobody wants to change for anything that isn't an improvement, so why not call it improvement?
• 1:25
  [SPEAKER_00]: If you have proactive change in your area of influence, isn't an improvement, so call it that.
• 1:32
  [SPEAKER_00]: And that's where you start.
• 1:34
  [SPEAKER_00]: If you want to tackle change.
• 1:37
  [SPEAKER_00]: in your area of influence and yourself and your family and your work area of influence change the way you approach it and start to call it improvement.
• 1:52
  [SPEAKER_00]: Improvement is something that all humans really strive for.
• 1:56
  [SPEAKER_00]: It's what we want.
• 1:57
  [SPEAKER_00]: We want to improve.
• 1:59
  [SPEAKER_00]: We want to live in improved areas.
• 2:01
  [SPEAKER_00]: We want to live in improved homes.
• 2:03
  [SPEAKER_00]: We want to drive improved cars.
• 2:05
  [SPEAKER_00]: We want to have an improved work environment.
• 2:09
  [SPEAKER_00]: So why not define whatever change is in your future with improvement?
• 2:17
  [SPEAKER_00]: When you do that, make sure that you identify what the improvements are.
• 2:22
  [SPEAKER_00]: And this is where we get back to smart communication.
• 2:26
  [SPEAKER_00]: communication, organization, and the distraction that comes with all of this, because look in any improvement project, in any improvement management program, there will be distraction.
• 2:39
  [SPEAKER_00]: change is a distraction.
• 2:41
  [SPEAKER_00]: Whenever we do something different, good or bad, it distracts us from what we're doing today.
• 2:47
  [SPEAKER_00]: And that's the number one thing I think that needs to be understood by people.
• 2:52
  [SPEAKER_00]: People go into change management programs and they forget that the first thing that's going to
• 3:07
  [SPEAKER_00]: strategically.
• 3:09
  [SPEAKER_00]: It's going to make us think different.
• 3:12
  [SPEAKER_00]: It's going to change the way we do things, which should improve how things happen or the results that we get.
• 3:21
  [SPEAKER_00]: make sure that when you're developing an improvement program and you're bringing change and improvement into your area of influence that you share upfront and people understand and have buy into what the distractions going to be and talk about how you're going to communicate in a
• 3:49
  [SPEAKER_00]: Improvement is attainable when you're specific and you provide measurement.
• 3:53
  [SPEAKER_00]: These things are going to happen and this is why this is what the improvement will be.
• 3:58
  [SPEAKER_00]: Over the next X number of weeks, we hope to improve X, whatever X is.
• 4:07
  [SPEAKER_00]: And is this the right time?
• 4:08
  [SPEAKER_00]: Asking people if, is this the right time for you to improve?
• 4:13
  [SPEAKER_00]: Do you have the time for this distraction?
• 4:20
  [SPEAKER_00]: What part of your day, what part of your week, is it gonna add time to your area of influence or is it gonna replace time for a while?
• 4:29
  [SPEAKER_00]: Are we shifting?
• 4:30
  [SPEAKER_00]: It's really important in improvement management and he kind of changed that
• 4:37
  [SPEAKER_00]: We define the disruptions, we define the distractions, along with the improvement and the path to improvement.
• 4:47
  [SPEAKER_00]: The why we're doing it, the how we're doing it.
• 4:51
  [SPEAKER_00]: In our area of influence and smart management, we have people that are involved in strategy, we have people that are involved in tactics, and we have some people that do both.
• 5:02
  [SPEAKER_00]: Improvement requires both.
• 5:06
  [SPEAKER_00]: We've written a strategy to improve how we're going to communicate with our clients.
• 5:12
  [SPEAKER_00]: We're going to start using a new piece of software to communicate or to manage our conversations, maybe a project management software.
• 5:21
  [SPEAKER_00]: Over the next six weeks, we are going to implement this.
• 5:25
  [SPEAKER_00]: Joe, Jane, and John are going to be involved in our first test.
• 5:30
  [SPEAKER_00]: And they are going to use this client's project to make sure that this improvement management that we're trying to get to is working.
• 5:39
  [SPEAKER_00]: That's giving context to an improvement management project.
• 5:44
  [SPEAKER_00]: It's clearly defining who's involved, what they're going to do, and what timelines.
• 5:49
  [SPEAKER_00]: Make sure that you don't stop there, if there's
• 5:53
  [SPEAKER_00]: Tactical things to teach for the software.
• 5:56
  [SPEAKER_00]: If there's foundational understanding about the software or the client or the project, make sure it's delivered.
• 6:02
  [SPEAKER_00]: Don't allow for assumptions that's not smart communication and smart management.
• 6:07
  [SPEAKER_00]: It's really important that people think that the disruptions that are tied to change are going to improve what they do their areas of influence.
• 6:19
  [SPEAKER_00]: Make sure you define it.
• 6:20
  [SPEAKER_00]: Make sure you get by and from them.
• 6:23
  [SPEAKER_00]: If they don't understand it, help them engage with them.
• 6:28
  [SPEAKER_00]: They will doubt you by the way.
• 6:31
  [SPEAKER_00]: People will doubt that what you are proposing will make things better because people like things the way they are, they don't like change.
• 6:39
  [SPEAKER_00]: Even when we call it improvement, they'll push back.
• 6:43
  [SPEAKER_00]: Ask them to be involved, get them involved.
• 6:46
  [SPEAKER_00]: Make them part of developing improvement.
• 6:50
  [SPEAKER_00]: Ask them questions like, how will this not improve what you're doing?
• 6:56
  [SPEAKER_00]: How will this improve what you're doing?
• 6:59
  [SPEAKER_00]: How will this disrupt what you're doing today?
• 7:02
  [SPEAKER_00]: And is that disruption not worth whatever is on the other side of it?
• 7:07
  [SPEAKER_00]: And if it's not worth it, why?
• 7:09
  [SPEAKER_00]: When we have these conversations and we go back and forth, we start to make the other people in our areas of influence become involved in the improvement management, become involved in the change,
• 7:22
  [SPEAKER_00]: and begin to contextually get into what it is we're trying to do and think more clearly and think more strategically and tactically about what it is we're trying to do.
• 7:34
  [SPEAKER_00]: And when they can start to put themselves in that place, in the place of disruption, in the place of change, in the place of improvement.
• 7:44
  [SPEAKER_00]: They begin to visualize and realize that what we're doing might actually be real improvement.
• 7:51
  [SPEAKER_00]: When they buy into that, you will have them.
• 7:54
  [SPEAKER_00]: They will apply their assets, their tactics, their knowledge towards implementing the improvement right alongside of you.
• 8:04
  [SPEAKER_00]: We do this every day at I.A.
• 8:07
  [SPEAKER_00]: we're very successful at implementing improvement for our clients.
• 8:12
  [SPEAKER_00]: And we do it day in and day out for the last almost 30 years.
• 8:18
  [SPEAKER_00]: Longer for me, as I have implemented technology all over the world, trust me, change your approach towards change management, improve your approach to improvement management.
• 8:30
  [SPEAKER_00]: Use smart communications,
• 8:33
  [SPEAKER_00]: smart tactics and smart strategies.
• 8:35
  [SPEAKER_00]: Make sure you're being specific, measurable.
• 8:39
  [SPEAKER_00]: You're challenging attainability, timeliness, and realism.
• 8:45
  [SPEAKER_00]: Get people involved and change will become improvement and improvement programs will become successful and they will be 100% successful.
• 8:55
  [SPEAKER_00]: Thank you for joining us.
• 8:56
  [SPEAKER_00]: I look forward to talking to you again tomorrow.
• 8:59
  [SPEAKER_00]: I hope you have a great day.