A straightforward and fun look at what it takes to build a culture of engagement in business'
by Susan Stamm
Susan Stamm will inspire and challenge you to create a unique workspace with your team that attracts and inspires high performance, commitment and authentic work relationships. This book is loaded with practical advice and actions you can take away to begin building an engaged team.
Excerpt from the book:
Rule 2: Get “Under New Management”
Today I passed a business with a sign prominently displaying the message: “under new management.” Whenever I pass a business with such a sign, I begin to wonder about its intended outcome. It seems to be reaching out to all who pass by to say, “we’ve changed…come in and try us again, see how we have improved, we are really worth another look…”
What a great idea for team leaders too: “under new management.” As managers, supervisors and team leaders, we can provide new management techniques and approaches to those we serve by making changes in our management style. You may be one who boldly tries new approaches with your team regularly, or perhaps you are like many team leaders who are a bit more cautious about changing their style and approach. Change is uncomfortable for anyone, but under the watchful eye of our team members we can let our imaginations get the best of us… “What will they think of me? Will it come off as planned? What if it doesn’t work?”
I once worked with a healthcare team that was in crises. As the group went around the table and shared concerns, it was obvious that the nurses did not perceive the physician as a caring person. One specific thing they challenged him with was that he never smiled at them or acted friendly. This physician operated from the “C dimension of behavior” (see Rule 18) and was quite reserved and task oriented in his approach. He seemed surprised by this feedback, however, and sincerely apologized to his team on the spot. Then he did an amazing thing: he made an immediate effort in the meeting to increase his affirming responses. As his team spoke, he smiled and appreciated their comments. To be honest, his smiles seemed forced and difficult for him, but his team rallied around him because he asked for their support and invited them to give him feedback any time in the future he was slipping up.
Think of “under new management” as an opportunity to try out changes that allow you to be open and upfront about what you are doing. A perfect time to put up the “under new management” banner is right after you have attended some training, gotten some feedback, or read a new book. Use these situations as an excuse to try new things. Get your team to support you. Openly announce that this is not comfortable or easy, but you believe it will make you more effective. Involve the team in a debriefing and get an even greater level of support from them. By showing your interest in their input and by allowing your direct reports to “coach” you, support and acceptance will come easier than expected.
