How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Page 52

Regardless of your official organizational role, try switching viewpoints along the way;
think of yourself as a manager, then as an employee. I think you'll be moved by how
quickly you begin to understand the challenges of each.
When the personal/group emotions look like "Let's Make A Deal" and people
are Bargaining...
Express certainty and conviction, but not arrogance. "I believe in this change." And
revisit a few reasons why.
Visibly move to execute your share of the change. When things are tentative, people are
looking for an example. Be one.
Be patient but persistent. Think of major changes as times when people lapse into a bit
of adolescence. And for good reason: they aren't mature at what is happening! So
persistence is important. It provides a "back door boundary" that continues to help
people look ahead and not avoid the growth needed to move ahead to maturity.
When you see Acceptance...
Celebrate using specific achievements related to the goals.
By the way: this is the one thing that is ignored most. I don't know why. I've asked,
and answers range from "they're getting paid to do this" to "we don't do celebration."
The same people give the ir dogs treats when they finally decide to stop doing their
business on the carpet. Go figure.
Discuss and Document lessons learned. This is not only a chance to do just what it
indicates; it's an opportunity for people to gain a group sense of accomplishment and
even a sense of celebration.
Probe for opportunities. Once you've all reached this stage, the "how-to" ideas will be
ripe.