The Basis for Meaningful Change

Have you noticed how leaders who speak louder, cajole, argue, and push incur greater resistance?

In their attempt to influence how people behave-their purpose or process-they fail to address the needs, desires, and agendas of those they want to persuade. This approach only serves to foster a closed, or fixed mindset.

For example, leaders and managers of offices that were closed need to examine what changes are needed to ensure employee and client safety. Many factors need to be considered, including (but not limited to) work spaces, processes and routines, new or temporary policies, and the feelings and circumstances of returning employees. While many are eager to return to work, there remains a level of uncertainty, apprehension, and stress in doing so.

Managing meaningful change requires the engagement of each employee in the decision-making of where, how, and when they work. Of course, the level of flexibility may vary depending on circumstances, however, leaders and managers can make a conversation meaningful with two-way dialog: listen, ask, mirror, and reflect back what is heard. Ask what is needed, and discuss anticipated changes. Employees who participate in decisions that directly affect them have greater confidence and adaptability, including necessary physical distancing, the wearing of masks, and other new hygiene protocol.

Leaders who maintain an open-mindset engage to learn. Offer compassion, honesty, and openness. And remember: leaders and managers are role models for the changes they wish to see.

Consider this: the voice of divergence and dissidence can be a catalyst for innovation and growth. Unfortunately, there are times when leaders fail to recognize their worth, or the opportunities they illuminate. Some leaders ignore, dismiss, or go so far as to demonize those who point out problems.

Alternatively, leaders can foster assertive diplomacy: they create environments where it is safe to complain and collaborate on meaningful solutions. Great leaders are masters in emotional conflicts. Rather than resist, they receive and offer feedback to create positive results.

You see, not only are humans hard-wired to resist change, we are also hard-wired to avoid pain and suffering. But these survival traits actually hinder us in creativity and meaningful change, often necessary in high stakes situations.

Dr. Maynard Brusman

Consulting Psychologist amp; Executive Coach
Trusted Leadership Advisor
Professional Certified Coach (PCC), International Coach Federation
Board Certified Coach (BCC)?
San Francisco Bay Area and Beyond!

I coach emotionally intelligent and mindful leaders to cultivate trust and full engagement in a purpose-driven culture who produce results.

Our services:

• Executive Coaching
• Mindful Leadership
• Neuroscience - Conversational Intelligence (CI-Q)
• Attorney and Accountant Coaching
• Emotional Intelligence amp; Mindful Leadership Workshops

Top 5 Clifton Strengths#0160;-#0160;Maximizer,#0160;Learner,#0160;Ideation,#0160;Strategic,#0160;Individualization#0160;

VIA Character Strengths#0160;-#0160;Love of Learning,#0160;Social Intelligence, Bravery, Gratitude, Appreciation of Beauty amp; Excellence

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252