Change Management & Listening Skills

The best definition I know comes from the Marshall Bot:

Change management is a structured approach to transitioning individuals,
teams, and organizations from a current state to a desired future state. It
involves understanding and managing the human aspects of change to
ensure that new processes, systems, or structures are adopted effectively. As
an executive coach, I emphasize the importance of viewing change as an
opportunity rather than a problem. This involves recognizing your own
reactions to change, anticipating consequences, involving those affected in
the planning process, and developing strategies to manage resistance.
Effective change management requires clear communication, a positive
attitude, and the ability to adapt and innovate. It’s about creating a culture
where change is embraced and seen as a pathway to continuous
improvement and growth.                                                                                                        https://marshallgoldsmith.ai/

I’ll add my two cents: Of all the skills change  management leaders need, perhaps the
most important is listening.

Readers of my column and my books know that I place extraordinary emphasis on
leading through listening. And I can’t imagine a more important place for it than
change management as Marshall defines it. Here are my Ask the Coach columns on
listening skills:

https://knowledgebank.mgscc.net/the-art-of-listening/
https://knowledgebank.mgscc.net/the-no-fear-conversation/
https://knowledgebank.mgscc.net/the-ear-cheat-sheet/
https://knowledgebank.mgscc.net/the-no-fear-conversation-cheat-sheet/

When embarking on a major change initiative, leaders mistakenly tend to be
dictative vs. collaborative. They emphasize the “what” – what they want to change.
Less emphasis on the “why” – the purpose and why everyone benefits from the
change. Even less emphasis on listening to those who will be affected by the change.

When these leaders encounter resistance or other obstacles, instead of a learning or
curiosity mindset, they tend to become adversarial. Instead of asking questions, they
make statements – or they use cross-examination questions to overwhelm
opposition.

If you are a leader contemplating a significant organizational change, I strongly
recommend getting a coach to hone your listening skills. Per my columns, what is
your Period-Question-Mark Ratio, particularly when you feel under stress? How
well do you use the EAR method and resist the tendency to stay in the “R”, which is
immediately and continuously responding? Do you use the No-FEAR method to seek
shared understanding or to intimidate the opposition?

I’ve been involved in many change management initiatives. As I reflect on the ones
that were successful and the ones that weren’t, I’d say the ability of leaders to listen
was probably the key differentiator. Listening enables them to do the things
Marshall recommends and avoid the mistakes they will otherwise make.

Best,

Jathan

Jathan Janove is a Marshall Goldsmith Stakeholder Centered Coaching Master Coach
and Practice Leader. You can learn more about him here.