Change is often inevitable when changes are made under new management, mergers, hostile takeovers or acquisitions. Change can be disruptive. Some people adapt well to change – some tolerate it – while others dislike it and try to ignore it or hide their heads in the sand. The announcement that changes are going to take place is the easy part; it makes your organization look bold and forward-thinking. However, implementing those changes is complicated because no matter the reasons for making those changes, there will always be resentment and resistance, especially when the changes require a new way of working or painful budget cuts.
‘Every change forces all companies in an industry to adapt their strategies to that change.” – Bill Gates.
We adopt a particular style – a particular way of behaving at a very young age which heavily influences how we react to change. Having everyone on your team score a DISC Behavioural Assessment may give you valuable insight into how each team member might react to those changes. You can use that understanding to make the transition smoother and help lead your team through change.
Here are some general characteristics of each DISC style based on Dr. William Marston’s research.
D – Dominant. They may resist change if it threatens their authority and might become aggressive and demanding when faced with uncertainty. To help D cope with change, provide clear direction and feedback and recognize their ability to lead others.
I – Interpersonal. They may resist change if it disrupts their relationships or routines and may become emotional and opinionated when faced with stress or conflict. To help I cope with change, provide support and empathy and address their concerns.
S – Steadiness. They may resist change if it challenges their logic and security and may become cautious and rigid and resist new ideas for fear of failure. To help S cope with change, explain the reasons behind those changes and how they will benefit them and the team, and offer your support.
C – Conscientious. They may resist change if it goes against their standards and values and may become pessimistic and distant when faced with failure or disappointment. To help C cope with change, acknowledge the difficulties and offer guidance and resources.
‘Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business.’ – Mark Sanborn.
Remember, these are just general tendencies; not everyone on your team will fit into one neat little package. We are a blend of all four DISC styles and may react differently depending on the situation. The best way to lead your team through change is to be open-minded, flexible and communicative and understand how each person handles change.
Copyright 2023. Brian Smith – Power Link Dynamics. Not to be reproduced without permission. To learn more about DISC and how it can help you manage and lead others more effectively, contact Brian at – brian@briansmithpld.com. or visit – https;//briansmithpld.com.
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ways dreamed of being the one that makes all the decisions – the one that calls all the shots? Are you tired of working for someone else? Before you take the plunge and jump into the deep end of the pool have you done the market research – put a business plan together – and really thought it through? Have you thought about the impact it will have on your family and your personal life?
Have you ever licked a 9-volt battery? (I’m not suggesting that you do – I’m just asking if you have). When adults do something that makes them feel good – that gets them excited – what are they more apt to do? If you licked a 9-volt battery and you liked that sensation – then more than likely you’d lick it again. I believe the key to motivating someone is to figure out what turns their crank – figure out what they are looking to get out of the deal. People do things for their own reason – not yours. All you have to do is figure out what’s in it for them and use that to get them to do what you need to get done.
Yes, I admit it. I was once a control freak! I was an “old school” micro-manager. Trust me – in my 40+ year career as an award-winning entrepreneur and general manager for a major corporation, I’ve made my fair share of mistakes. I’m here to confess my number one sin in the hope that first-time supervisors, managers and business leaders will learn what not to do. I also think there’s a lesson here for seasoned veterans who developed their management style in the late 1960’s like I did. Social psychologist Douglas McGregor referred to it as a “Theory X” style of management. Managers who adopted this style believed that workers were inherently lazy and needed to be bullied or brow-beaten into performing their work. Employees were never to question authority. “Do as I say – not as I do. When I tell you to jump – the only thing you can ask is how high”. There are still a number of managers and business leaders out there who continue to manage and lead that way. They manage and lead by intimidation. I’m here to tell you the days of the “Bully Boss” are over.
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