As we near the finish line of the 7 principles of evolution/transformation, we will focus on a second supporting attitude/behavior to accomplish change. With our purpose defined, a general path laid out, progress being benchmarked and monitored, defined foundational plans to create and reinforce processes, and a mindset focused on persistence, we’ll complement that attitude/behavior for success with another: Patience. Just as a refresher, I defined this phase early on as:
Patience: Create and reinforce patience throughout the team and broader organization: consistently share progress updates and next steps, day to day balance building and stacking foundational “bricks” with improving the short term, and consistently reinforce culture change progress.
It goes without saying, you will need significant patience as the change leader. Beyond that, as we’ve covered, this whole change process will require consistent focus over a long period of time – which societally is not a strong suit. I often struggle to keep people’s attention during important (or even fun) events/conversation outside of work; they can’t stop checking their phone or mail or messaging tools. If it’s that hard to keep people’s focus in the short term when it’s relevant to them, you know it’s borderline impossible to keep people’s focus on a long term change journey at work both with people that are impacted and ones that are just informed. People want everything now and they likely aren’t great at keeping track of your journey. Your job as the leader is to both help keep that focus and build organizational patience based on progress towards the end goal. You can foster patience several ways.
First, create and implement operational plans that balance building a new foundation while solving pressing current pains. The easiest mistake to make (YES, I’ve made this one) is to focus so much on the future that there isn’t much improvement in the current state. The organization will lose patience really quickly when you are touting a bright, shiny future but the current performance is not good and/or not improving. The opposite is also true…short term solutions/improvements to current issues will both create some breathing room and patience from internal and external teams. Having defined plans, progress, and tangible next steps will encourage patience in all stakeholders.
Second, you need to consistently remind organization of transformational journey progress in a visual way beyond overtly asking for patience. Be intentional about showing where you began the journey, where you are going, and where you are – all of which should breed additional patience as long as you are moving forward. Part of the story will be to use your current situation improvements to show progress and then begin to intersperse your longer term strategic wins. As we’ve discussed that we need to monitor and celebrate the ebbs and flows of progress – and make sure to share broadly that information. Additionally, don’t only share the wins. Allow for some lulls in progress and disagreement – those are part of the morphing process from old to new – and share that as well. It’s all progress and shows that patience is required to get to the best possible future.
Third, methodically and thoughtfully stack foundational “bricks” of your new strategy on top of one another – share with everyone the next brick so people feel the continuous movement forward, ideally building off the last brick. There is a ton of power in connecting each step to the next and last; it will absolutely help foster patience as people see that not only are things moving forward but additionally there is more to come. Intentionally prioritize your stacking to build a chain of robust cohesive experiences for the people experiencing the change. Then use those cohesive experiences to inform (and/or educate) those outside the change journey.
Finally, patiently but consistently sustain efforts to morph your culture in the ways you have outlined. This is often the most challenging part of the journey as it may not be as tangible day to day, and it won’t always be easy to demonstrate. A few important tactics: reinforce the bright spots when you see them to create energy, correct the issues that arise swiftly and publicly to minimize regression, and communicate repetitiously around the key culture changes that need to happen to reinforce clarity. Repetition is often a huge component of patience.
Change is hard. Much patience is required – with your self, your team, your organization. Intentionally create a balance between urgency and patience within your teams – the boat must turn, but not so fast that it capsizes or flips. Foster organizational patience – the change will never happen as fast as the organization would like, so you must show enough progress to earn continued patience throughout the organization. It isn’t enough to promise better days in the future; you build patience (and a better future) by making each day marginally better than the last. Accomplish that and patience will be an earned asset for you, your team, and your organization.
View from the Middle 