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What is the Norming Stage?

This article is the fourth in a six-part series on the team life cycle.

The Norming Stage: Cultivating Collaboration and Cohesion in the Team Life Cycle

As leaders, we play a vital role in guiding our teams through the various stages of the team life cycle. One crucial phase that follows the Storming Stage is the Norming Stage. This stage is characterized by the development of a sense of unity, collaboration, and a shared understanding of roles and goals within the team.

What is the Norming Stage in the Team Life Cycle?

The Norming Stage is the third stage of the team life cycle, where the team starts to work cohesively as a unit. During this stage, conflicts from the Storming Stage are resolved, and team members establish a sense of trust and mutual respect. They begin to understand each other’s strengths, weaknesses, and preferred working styles. This stage is crucial for building strong relationships and fostering an environment where collaboration thrives.

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Key Characteristics of the Norming Stage

During the Norming Stage, several key characteristics emerge within the team:

  1. Collaboration and Communication: Team members actively collaborate and communicate with one another. They exchange ideas, offer support, and share information openly. This collaborative environment promotes creativity, innovation, and problem-solving.
  2. Cohesion and Trust: Trust among team members is strengthened during this stage. Individuals rely on one another and feel comfortable sharing their thoughts and concerns. There is a sense of unity and a shared commitment to achieving common goals.
  3. Defined Roles and Goals: Roles and goals become clearer and more defined in the Norming Stage. Team members have a better understanding of their responsibilities and how they contribute to the overall success of the team. This clarity helps minimize confusion and maximize productivity.

Strategies for Leaders during the Norming Stage

To capitalize on the positive dynamics of the Norming Stage and foster collaboration and cohesion, leaders can employ the following strategies:

  1. Maintaining Open Communication: Encourage and facilitate ongoing communication among team members. Foster an environment where everyone feels comfortable expressing their ideas and concerns. Regular team meetings, feedback sessions, and open-door policies can promote transparent and effective communication.
  2. Promoting a Culture of Support: Emphasize the importance of supporting one another. Encourage team members to share their knowledge, skills, and experiences. Promote a culture of mentorship, where more experienced members assist those who are new or less experienced. This support helps build trust and enhances collaboration.
  3. Celebrating Diversity: Recognize and value the diverse strengths, perspectives, and backgrounds within the team. Encourage team members to embrace their individuality and contribute their unique insights. By fostering an inclusive environment, leaders can unlock the team’s full potential and encourage innovative thinking.
  4. Providing Opportunities for Skill Development: Offer training, workshops, or opportunities for professional growth. Investing in the development of team members’ skills not only enhances their individual capabilities but also strengthens the overall competency of the team. This focus on continuous improvement keeps the team motivated and engaged.

Progressing through the Team Life Cycle: Storming to Norming

The Norming Stage marks an important milestone in the team life cycle, paving the way for the subsequent stages: Performing and Adjourning. In the Performing Stage, the team reaches its peak performance, delivering high-quality results consistently. The Adjourning Stage signifies the completion of the team’s objectives and the disbandment of the team.

By effectively navigating the Storming Stage and transitioning into the Norming Stage, we create a solid foundation for continued success. Collaboration, cohesion, and a shared understanding of roles and goals fuel the team’s progress, leading to enhanced performance and productivity.

Conclusion: Embracing the Norming Stage for Team Success

Understanding the Norming Stage in the team life cycle is crucial for leaders seeking to cultivate a collaborative and cohesive team. By maintaining open communication, promoting support and diversity, and providing opportunities for skill development, we can harness the positive dynamics of this stage and propel their teams toward higher levels of performance and success.

Embrace the Norming Stage as a springboard for growth, fostering an environment where collaboration thrives, and individual strengths are valued. By doing so, we can optimize team performance, achieve remarkable outcomes, and navigate the team life cycle with confidence.

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What is the Storming Stage?

This article is the third in a six-part series on the team life cycle.

Navigating the Storming Stage: Fostering Collaboration and Resolving Conflict

In the journey of every team, there comes a stage where opinions clash, tensions arise, and conflicts emerge. This stage, known as the Storming Stage, is a crucial part of the team life cycle. As leaders, it is vital for us to understand the dynamics of this stage and guide our teams through it with patience and tact.

What is the Storming Stage?

The Storming Stage, which is the second stage in the team life cycle, involves team members expressing their opinions and ideas. Consequently, conflicts and tension often arise within the team. As individuals become more comfortable in their roles and assert their viewpoints, disagreements may surface regarding approaches to tasks and power dynamics. Therefore, it is crucial for leaders to understand the underlying causes of these conflicts in order to effectively address them and foster a collaborative environment.

Key Considerations for Leaders during the Storming Stage

To navigate the Storming Stage effectively and transform conflicts into opportunities for growth, leaders should focus on the following strategies:

  1. Facilitating Open Communication: Encourage team members to openly express their ideas, concerns, and viewpoints. Moreover, actively listen to each individual and ensure that their perspectives are heard and acknowledged. By creating a safe space for communication, we can foster trust and transparency within the team.
  2. Promoting Constructive Conflict Resolution: Conflict is inevitable during the Storming Stage, but it can be channeled toward positive outcomes. Encourage team members to address conflicts in a constructive manner, focusing on the issues rather than personal attacks. Facilitate discussions where conflicting viewpoints are explored, and resolutions are reached through collaboration and compromise.
  3. Establishing Common Goals: Revisit and clarify the team’s goals and objectives to ensure that everyone is aligned. By reiterating the shared purpose, we can help team members redirect their focus from individual agendas toward collective success. Emphasize the importance of teamwork and highlight how collaboration benefits the entire team.
  4. Providing Support and Guidance: As leaders, it is essential to provide support and guidance to team members during this challenging stage. Be approachable and available for discussions and problem-solving. Offer guidance on conflict resolution techniques and provide resources or training if necessary. By showing empathy and understanding, we can build stronger relationships and create an environment where conflicts can be resolved effectively.

The Path Forward: Progressing through the Team Life Cycle

Navigating the Storming Stage is a significant milestone on the journey toward a high-performing team. Successfully overcoming conflicts and building a culture of collaboration sets the stage for the subsequent stages of the team life cycle: Norming, Performing, and Adjourning.

Conclusion – The Storming Stage

Understanding and effectively managing the Storming Stage is crucial for leaders who aspire to build strong and successful teams. By facilitating open communication, promoting constructive conflict resolution, establishing common goals, and providing support and guidance, leaders can navigate through this stage with confidence. Embracing the challenges and opportunities presented by the Storming Stage will set the foundation for a high-performing team that can overcome obstacles and achieve remarkable results.

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What is the Forming Stage?

This article is the second in a six-part series on the team life cycle.

The team life cycle is a concept that provides valuable insights into the dynamics and progression of teams. As leaders, it is crucial for us to grasp the different stages of this cycle and navigate them effectively.

What is the Forming Stage?

The Forming Stage marks the initial phase of a team’s journey. It is a time when individuals are brought together, and the team begins to establish its purpose and goals. During this stage, it is not uncommon for team members to experience a mix of excitement and uncertainty about what lies ahead. As leaders, our role is to guide them through this formative period and set the stage for a successful team.

Key Considerations for Leaders during the Forming Stage

To foster a positive and productive environment during the Forming Stage, leaders should focus on the following aspects:

  1. Clear Communication: Effective communication is paramount at this stage. We must clearly articulate the team’s goals and objectives, ensuring that every team member understands their role and responsibilities. By providing a shared vision, we can align our team’s efforts toward a common purpose.
  2. Encouraging Collaboration: The Forming Stage is an opportune time for team members to share their ideas, expectations, and concerns. Encouraging open dialogue and active participation can foster a sense of ownership and engagement within the team. By valuing diverse perspectives, we lay the foundation for innovative thinking and problem-solving.
  3. Building Trust: Trust is the bedrock of any successful team. During the Forming Stage, leaders should promote trust-building activities and create a safe space for individuals to express their thoughts. By fostering an environment of psychological safety, we empower team members to take risks and contribute fully.
  4. Clarifying Roles and Goals: Roles and goals are essential in any team. Each member has a specific role that helps move the team closer to its overall objective. The roles and goals can vary depending on the nature of the team, the industry they’re in, and the project they’re working on. Each role is equally important, and all team members must understand their roles, as well as common goals and how meeting these goals contributes to the team’s success.

The Path Forward: Progressing through the Team Life Cycle

While the Forming Stage sets the groundwork for team collaboration, it is essential to recognize that it is just the beginning. The subsequent stages—Storming, Norming, Performing, and Adjourning—each present unique challenges and opportunities for growth. As leaders, our continuous support and guidance throughout the team life cycle are instrumental in achieving sustainable success.

Conclusion

Leadership during the Forming Stage is critical for laying a strong foundation for team success. By fostering clear communication, encouraging collaboration, building trust, and clarifying roles and goals, we create an environment conducive to growth and high performance. Understanding the team life cycle equips us with the necessary insights to navigate the various stages and empower our teams to reach their full potential. Embracing this knowledge will enable us to lead with confidence and guide our teams toward a more productive and successful future.

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What is the Team Life Cycle?

This article is the first in a six-part series on the team life cycle.

The team life cycle is a sequence of stages every team experiences, regardless of industry or business size. It was coined by Bruce Tuckman in 1965, and it consists of five stages: forming, storming, norming, performing, and adjourning. Understanding which stage our team is in can help us address issues, capitalize on opportunities, and empower our teams.

Forming Stage

Forming is the initial stage of a team life cycle. This is where the team is brought together and starts to define its purpose and goals. Team members may be excited about the opportunity to work together. Though there may be uncertainty about what leaders expect of them and how they will work together. During this stage, team leaders should focus on clearly communicating the team’s goals and roles. As well as, encouraging team members to share their ideas and expectations.

Storming Stage

The storming stage is when team members begin to express their opinions and ideas. This can lead to conflict and tension. Team members may be competing for power and control. There may be disagreements about how to approach the task at hand. During this stage, team leaders should focus on facilitating open and honest communication. We should also encourage team members to work through their conflicts in a constructive way.

 

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Norming Stage

The norming stage is the smooth-sailing, everyone’s-getting-along stage where the team starts to work like an actual team, resolving conflicts and establishing a sense of cohesion. Team members are now more comfortable with each other, and have a clearer understanding of their roles and goals. Team leaders should focus on maintaining open communication and encouraging team members to continue to share their ideas and collaborate.

Roles and goals are essential in any team. Each member has a specific role that helps move the team closer to its overall objective. The roles and goals can vary. It depends on the nature of the team, the industry they’re in, and the project they’re working on. Each role is equally important, and all team members must understand their roles. As well as common goals and how meeting these goals contributes to the team’s success.

Performing Stage

The performing stage is when the team is fully functional, focused, and productive – a well-oiled machine. Team members have a clear understanding of their roles and work together effectively. In this phase, team members may occasionally be asked to sacrifice their “safety” for the greater good of the team. For example, a team member may take on a task outside their job description to bolster another teammate who may be falling behind. It’s essential for team leaders to keep the team motivated, supported, and on track during this phase. Any issues that arise should be addressed promptly, and any team members that go above and beyond should be recognized and rewarded for their efforts.

Adjourning Stage

Finally, the adjourning stage is the final stage of the team life cycle, where the team completes its task and disbands. Team members may feel a sense of accomplishment, but also sadness at the end of the team’s journey. This stage also occurs when some teammates leave or new team members come aboard. During this stage, team leaders should focus on recognizing the team’s accomplishments and thanking team members for their contributions.

Conclusion – Team Life Cycle

Understanding the team life cycle is essential for any leader. It helps leaders understand their team’s dynamics and challenges, address various issues before they capsize the team, identify where support is needed, capitalize on opportunities, and empower the team. By understanding the different stages of the team life cycle, leaders can help their teams move smoothly through each stage, ultimately leading to a more productive and successful team.

 

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Effective Change Management: Deliberate, Decisive, Directed

Whether you’re overseeing the adoption of a new platform or conducting a full-scale merger, effective change management will be critical to the success or failure of the project. A few years ago, Jonathan Clark and I assisted in the implementation of a large-scale Information Technology (IT) project. This project influenced almost all aspects of the broader organization’s finance, sub-projects, customer data, product information, operations, manufacturing capabilities, retail centers, and more. Prior to this project, we were involved in numerous technology-based projects within the Military, as both deliverers and users. Our experiences have uncovered a number of significant recurring themes and lessons which we wanted to take the opportunity to share with those who had the time to listen.

Effective Change Management Is Not An Afterthought

Change management is not a joke. It is not the responsibility of a single agency or individual to promote change within an organization. It requires significant investment and analysis at all levels of an organization.  For effective change management on a large scale, you need to provide leadership, champions, preparation, and context. We have seen many instances of organizations that want to implement a change but are not willing to invest anything in order to achieve it. Worse yet, no one understands why the change is necessary or how it will occur.

Related Reading: Myths of Change Management (VIDEO)

Change within organizations too often starts with the word just. We’re just replacing capability A with B. We just want to absorb another organization. We just need to transition Team A into Role D.

There is no “just” when it comes to effective change management. That type of approach all but guarantees a waste of money, time, and resources, up to and including a full regression or undoing of the change efforts. Depending on the scale of the effort, it could literally destroy an organization.

 

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Systems And Technology Alone Will Not Save You

During our years as change management consultants, we have observed an overreliance on technology. It is a common misconception that new digital systems will fix poor processes. But they never have, and they never will. There is no doubt that technology can enhance an organization’s productivity, capabilities, and efficiencies. But part of effective change management is making sure you have the right people to implement and align the technology to a strategic direction. If those people do not understand the strategic direction of the company, the technology they implement may only send you further off course.

Related Reading: How NOT To Collect Data for Business

In many instances, organizations will implement a new platform or technology because they want to appear innovative and modern. But changing a system comes at a cost in time as well as money. Before you decide to implement a new system, make sure you determine the specific issue this change is going to address and the projected return on investment. It also may be worth considering non-technological alternatives. You will have no hope of effective change management if you’re trying to solve a process- or people-based issue by trying to cover it up with a computer program.

Leadership Is Not A Scary Word

You can change software interfaces and technologies, but unless you have user buy-in and ownership, you will have a fight on your hands every step of the way. If there is no leadership to explain the context, facilitate the time for acceptance, or provide a buffer for mistakes, then users will never see the need to make it work.

The Eighth Mile has had the privilege of working with some truly amazing leaders across multiple industries including military, government, and commercial enterprises. We often hear blasé comments about the differences between leadership and management, but when we ask people if they consider themselves to be a leader, they balk at the last minute and describe themselves as a good manager. Do not do that. If you want to be a leader, then be one. Do not shy away from the responsibilities associated with it. It is a role that offers the privilege of providing a purpose to those around you, sometimes through effective change management, and sometimes simply by working with them to achieve your objectives.

Change Is Inevitable

“Change is inevitable; Progress is a choice”

Dean Lindsay 

Organizations will experience change, either voluntarily or due to the environments they operate in. A business that doesn’t change or evolve with its industry will eventually be left behind. As a result of this many businesses, appear to make reactive and impulsive changes instead of deliberate changes that propel them forward. A lack of careful planning and evaluation can increase costs. Many times, these same organizations don’t align their goals with realistic and achievable timelines, opting instead to rush the change and hope for the best.

For the most effective change management, our experiences at The Eighth Mile prompt us to suggest the following guidelines:

  • Determine the direction of the organization. Any change you make must align with your overall strategy, mission, and goals.
  • Analyze the problem you are trying to fix. How many ways can you think of to solve it?
  • Analyze what is not required to change. This will prevent enacting unnecessary efforts that will only drain your resources.
  • Once a decision is made, communicate the information early and openly to your staff
  • Champion the decision and enforce leadership at all levels.
  • Plan and sequence the change
  • Enact the change
  • Provide ongoing support to ensure success.

Truly effective change management provides a host of benefits, including lower resource costs and higher employee satisfaction, to say nothing of resolving the core issue that necessitated the change in the first place. The risk of getting it wrong, however, can be monumental. Large-scale changes, especially when it comes to implementing new technology, will not work without support from all levels within an organization. Do not assume the problem will go away with wishful thinking. Some change are necessary, and you must manage them effectively if you want your organization to not only survive but excel.

Nervous about effective change management? The Eighth Mile can help. We provide full-service change management consulting and guidance for organizations across multiple industries. Visit our Change Management Services page to find out more, or contact us directly to speak with our consultants.

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Empathy vs Sympathy: The Importance of Empathy in Leadership Skill Development

At first glance, ’empathy’ and ‘sympathy’ may not seem very different. In some cases, people use these words interchangeably. But when it comes to leadership skills, that’s not accurate. There’s value in being an empathetic leader that connects with and supports their team. Explore the differences between empathy vs sympathy and how they can impact our leadership style.

What Is Empathy?

Empathy is the ability to sense and appreciate another person’s emotions or experiences. It’s the ability to imagine what other people may be feeling, thinking, or experiencing without that same situation occurring to you, according to the University of California at Berkeley.

The empathetic sensibility breaks down into two further distinctions:

  • Affective empathy is a form of empathy in which you have a sense or feeling that’s a direct response to what another person is experiencing. It typically mirrors what others feel. For example, you may become anxious and uneasy when you know a good friend is worried about a medical test result, even though that test doesn’t directly impact you.
  • Cognitive empathy, often called “perspective taking,” is a person’s ability to understand and identify with how another person feels. In the case above, cognitive empathy is your ability to recognize that the other person is anxious and worried waiting for the test result. You understand their fear, though you don’t feel it yourself.

What Is Sympathy?

Sympathy occurs when a person feels compassion for another person’s pain or struggles. We feel sorry for a person’s misfortune but from the outside. Sympathy is a critical component of emotional intelligence. We feel for a person, but not with them. For example, you may sympathize with someone who lost their job through pity or concern, but you don’t internalize that pain or identify with that struggle on a personal level.

Like empathy, sympathy can also be classified into more distinct categories. Passive sympathy is limited to a feeling, while active sympathy occurs when we are compelled to take action to help that person.

Sympathy vs Empathy: Which Is a Better Leadership Skill?

When defining leadership skills, understanding the link between sympathy vs empathy and how they play a role in day-to-day workplace relationships is essential.

Contrary to certain opinions, empathy and sympathy are different. The biggest difference comes in their expressions. In empathy, we express an understanding and experience of the emotions that the other person has; we understand and feel their situation from their perspective. With sympathy, there’s less feeling and more recognition. We recognize what they feel going through, but we don’t “feel” it.

The sympathy vs empathy difference isn’t always significant. In some situations, people don’t realize the depth of how much they care until a crisis occurs. Other times, we may feel bad that we don’t have more empathy for a person’s situation. Emotional intelligence is being able to connect with people on various levels when they are facing challenges like this.

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How Do These Elements Impact Leadership Skills?

Honing leadership skills is an ongoing process. We may focus heavily on areas of giving direction and making decisions but learning to be an empathetic leader is just as valuable. Mastering how to behave as a leader can comprehensively change how we connect with our employees.

Sympathy in a work environment is necessary to some degree. It can impact relationships positively, especially when we can offer sympathetic statements to someone struggling. Sympathy can help with:

  • Encouraging good communication
  • Creating a more open relationship with people at work
  • Developing a work environment where employees feel heard and safe

Leading with empathy is also critical to building a cohesive, close-knit team. While we must be careful and not allow our ability to feel alongside others to drain us, empathetic leadership provides certain key benefits in the workplace, such as:

  • Creating connections and bonds with people
  • Building a united team, one that works together
  • Improving bonds which can foster more creativity and dedication in employees

Building stronger relationships as empathetic leaders allows us to form a true connection with the people on our team. We can connect, feel, and experience their pain, struggles, and other emotions. Ultimately, when harnessed properly, empathetic leaders often end up with more loyal employees, those that are willing to participate, share, and innovate solutions together.

Expressing Empathy at Work

When it comes to empathy vs sympathy, both have their place in the office to various degrees. Good leaders can find the balance between being an empathetic leader to motivate employees and being one that gets too involved in employee relationships. That fine line isn’t always easy to navigate.

There are some things we can do as empathetic leaders to make a difference:

  • Recognize an employee having a difficult time. Send a personalized note when they are going through a specifically difficult hardship.
  • Be there when someone is struggling. Listen to them.
  • Imagine how you would feel if you were in the same situation.
  • Make a conscious decision not to make snap judgments or quick assumptions about a situation. Instead, consider how the other person feels first.
  • Take action when there’s a need. Try to understand the other person’s needs in this specific situation and help them to meet those needs in a practical manner.

Maintaining professionalism is valuable, but it is also quite important to show your team you’re there for them, that they’re valued, and that you want to support their needs in any way you can from your position. Consistently work on your leadership training to achieve this long-term goal.

Are You an Empathetic Leader?

Enhancing leadership skills is something all leaders need to do on a consistent basis. To learn how to become an empathetic leader, complete our empathy vs sympathy quiz. Find out what you are doing to be the best leader you can be.

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How to Manage Better With Tactical Decision-Making

Hear the phrase “tactical decision-making” and your first instinct is probably to frame it in terms of its strategic counterpart. This is not an article about strategy, but there is an important habit we need to bring with us from setting strategy when we think about tactics: thinking. No one reading this would let strategy decide itself or claim that strategy emerges from reacting to crises. Management by exception has its place, but it won’t set your strategy for you. Neither, more to the point, is it appropriate to let our reflexive reactions to events dictate our tactics.

What Is Tactical Decision-Making?

Put simply, tactical decision-making is thinking through your day-to-day operations, with an emphasis on taking responsibility and control over improving the way you and your team get things done.

Tactical decision-making is easier to understand in terms of what it is not. If you are running on autopilot, spectating your metrics, or responding reflexively to events, you are not engaging in tactical decision-making.

Running on Autopilot

“A foolish consistency is the hobgoblin of little minds …” -Ralph Waldo Emerson

“Running on autopilot” is doing what you did because it is what you have done. Maybe you looked at your metrics first, or you see that your customers and team are happy, or perhaps you’ve thought through what you’re doing extremely well, and that’s why it works. But nothing works the same way forever. And was it not tactical decision-making that led you to such a smooth-running operation in the first place?

Responding Reflexively to Events

We must respond to events, but if we’re letting events dictate our reactions, repetition will turn those reactions into policy. When we find ourselves reacting to the same crises, know that we are creating policy whether we think it through or not. A leader sets policy with intention; a follower is led into policy unaware.

“Fear is the mind-killer.” -Frank Herbert, Dune

Nothing sets the reflexes in gear and the mind in neutral like fear. Despite the note of urgency of the metaphor of putting out fires, most leadership crises aren’t so critical that we can’t afford to think before we act. One way to create some space is not to fight the fear but embrace it as problem-solving urgency. When you feel that pit opening in your gut, stop. Take a moment to absorb the situation. Consider your options, pick one, and then proceed. If your “fight or flight” response is set to “fight” and the way you fight is to “solve,” you’ve set yourself up for problem-solving over panic.

It also helps to try to anticipate time-constrained problems before they arise. Of course, no one can predict everything. The best we can do is learn from experience and never be taken by surprise twice.

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A Spectator to Your Metrics

You’re close to tactical decision-making, but you’re not quite there. You’re looking at your financials, tracking your project’s critical path, and checking your metrics. You’re keeping track of your progress, whatever form that takes. Fantastic! How are you acting on those metrics? Running on autopilot? Reacting reflexively? Or are you really using your tools to make good decisions?

Tactical Decision-Making

You have the metrics and the mindfulness to actively choose to make or remake operational decisions. You’re looking at your processes, policies, and methods and asking yourself, “How can I make this better?” You’re thinking and acting, not responding reflexively. This is tactical decision-making.

Balance: Management by Exception vs. Tactical Decision-Making

We have many duties as leaders, and no advice we take or method we employ should ever draw us away from keeping our responsibilities balanced. Tactical decision-making should never be a reason not to give prompt attention to immediate needs and emerging problems.

When Tactical Decision-Making Is an Excuse

Everyone has worked with — or worse, for — a Laputan so wrapped up in abstract ideas you can count on this person to do no actual work. Such a person might even hijack a meeting to discuss a concept in uselessly abstract terms or quibble over issues not related to the work at hand. The Laputan will also talk a lot about “vision,” “strategy,” and perhaps even “tactical decision-making.”

Obviously, a good leader has to dig in and do the work. A good leader must respond promptly to crises, particularly those involving customers or legal affairs. A good leader needs to be in the moment when the situation demands it. “Don’t bother me; I’m thinking,” isn’t an acceptable excuse when you are needed. When we lead a meeting, we need to justify every minute we hold the floor to justify the time cost for every person there, including ourselves.

When Management by Exception Is an Excuse

The customer walks away happy, the dispute between the employees dissolves before your wisdom, the blockage in the production line bursts open at your command, and you feel pretty good about that. “I’m doing a great job!”

Yes, you did a great job and have every right to feel proud. But you’re a leader, and a leader has many responsibilities. If we never think about tactical decision-making, if we never think about underlying processes, some of which might well be contributing to the fires we’re constantly putting out, we are neglecting one of our duties as a leader. It costs us time, but intelligently addressing the cause of a problem saves us the time of repeatedly solving that problem.

Conclusion

Tactical decision-making is as important as responding promptly to the immediate challenges of our leadership environment. A wise leader understands and carries the burdens of both planning and execution. Find the right balance between responding to events as a leader and taking time to think through the day-to-day work processes so that “emergencies” and “exceptions” become fewer as our plans for dealing with them become better.

The Eighth Mile offers an online leadership training course to help find balance and think and act like a leader. Get in touch to find out how to can improve decision-making processes.

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What Is Change Management?

Change management is more than a term to describe the process of making adjustments within a company. When done well, it is a process that can lead to outstanding results, lower risk, and better outcomes for companies. It doesn’t have to be complicated. However, it must be done in such a way as to ensure the best full view of the problem and the best solution. So, what is change management?

What Is Change Management in Business?

Change management is the overseeing and facilitating of significant change within an organization. The management team must decide how to properly address and plan for change, developing a comprehensive process for doing so. They then implement that process and manage it from start to completion, assuring success and adjusting to challenges.

When Does a Company Need Change Management?

There are two common scenarios in which change management is a necessary, beneficial investment.

1) A New Project or Process

One of the most common instances in which change management is necessary occurs when the company plans to implement a new project or process into current operations. In doing so, they want all employees and stakeholders on board with the change. This could include massive changes in operations or more minor procedural changes. The key is that the adjustments will impact business operations. Most businesses will go through this process at least once.

2) Acquisition or Mergers

A merger or acquisition changes the game for most companies. This is often a very significant adjustment for all stakeholders and employees. What is change management able to do in this case? Typically, this type of adjustment carries tension and stress with it. Integrating two workforces can mean that many jobs must adjust to new procedures and expectations. Managing this process properly may help to preserve top talent, outline organizational expectations, and help the company move through this process with less strife.

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How Do You Know You Need Change Management?

It’s not always simple to know when to invest in specialized change management support and when to make a few new rules and hope your team follows. Consider the following questions when deciding:

  • What is changing?
  • Why is that changing?
  • What are the implications if the change does not succeed?
  • What is the impact on the employees when this change occurs?
  • What is the impact on the day-to-day operations of the business due to the change?
  • Is the business set up to manage a change of this size, or could it cause frustrations within the workforce?

In many organizations, the goal goes further than implementing rules or changes. They want to explain, educate, and support the people from upper management down who will have some type of impact as a result of this adjustment.

Many people have an aversion to change. Just changing their habits can be a challenge. It’s easier to keep doing things as usual. That occurs whether they get a new manager or the company sells to an investor. By creating the right change mindset from the start, it’s possible to circumvent the negative and achieve more of the desired outcome without as many risks.

Consider the forces for change within your organization that can create stress that may make the investment in change management wise:

  • Government changes are typically critical, as not following these could lead to costly fines or other risks.
  • Social or political events within the organization or from outside the organization that impact the employees of the company can warrant a more delicate process of change.
  • New technology or procedures that require new training or new employee expectations are often best managed with a more hands-on approach.
  • Capturing market opportunities and organizational growth can be essential for a company to continue to operate, making overseeing the transition critical.
  • There are other pain points that could impact the employees, management, or leadership that must receive sensitive handling.

How Does Change Management Start?

Every situation requires a carefully created plan to address the underlying concerns and to create a roadmap for following through. There are often several core components of this process:

  1. Prepare the organization and team for the change. Communicate the details of what may occur and when.
  2. Create a vision for the ideal outcome and make a plan for putting it in place.
  3. Implement the changes and monitor conditions.
  4. Embed changes within the culture and practices of the organization to support the ongoing changes and adjustments.
  5. Review the progress over time and adjust as needed.

A leader’s attitude affects everyone. To ensure the best long-term outcome, ensure your leadership team has the strategies in place to facilitate success.

Find the Help You Need to Facilitate a Better Outcome

Without a doubt, change management often impacts the bottom line and long-term success of companies. Getting it right matters to most organizations. As a result, it’s best to hire a team who can guide and support you through that process. Contact The Eighth Mile Consulting today to discuss your options and to support your growth through these changes.

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Am I Self-Sabotaging? How To Tell and How To Stop

A frustrating day on the job can leave you wondering why things are so difficult. You might even wonder if you’re causing your own problems. Do you ever ask yourself, “Do I self-sabotage? Do I put myself in situations where I’m set up for failure?”

Self-sabotage is common, and for some, it’s a behavior and habit that’s hard to ignore, especially when it contributes to not achieving your goals or enjoying a happy, healthy lifestyle.

What Is Self-Sabotage?

You may realize you’re playing a part in your frustration or lack of progress, but you don’t have a name for it. Self-sabotage occurs when you create an obstacle that impacts your ability to reach a goal you’ve set. Some of the most common behaviors that could be classified as self-sabotage include:

  • Self-medication using alcohol or drugs
  • Procrastinating to accomplish tasks
  • Self-injury
  • Comfort eating
  • Making projects or tasks more complicated than they should be
  • Not taking action right away

Many people don’t recognize self-sabotaging behavior in themselves. But you may see the connection between your actions and behavior and the outcome over time. You might think, “If only I would have done it this way” or “I have to stop this!”

 

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Signs of Self-Sabotage: What Are They and How to Spot Them

Recognizing potential signs of self-sabotage can help you make better choices. If you’re actually engaging in self-sabotaging behavior, you can learn how to make changes to minimize negative outcomes. Here are some of the most common signs of self-sabotage:

Walking Away From a Problem

Some people become frustrated and give up instead of trying to determine what went wrong. This often means all the effort you put into a project is wasted. Look back on what happened. Did you put in the effort and follow the plan? Doubts about your ability could be a core reason you’re so willing to walk away instead of working on a solution.

Negative Self-Talk

One of the most common signs of self-sabotage is how you talk about yourself or the words you use when thinking about yourself. For example, statements such as “I don’t deserve this” or “I’m so stupid” often indicate a lack of faith and confidence.

Blaming Others

Quite commonly, people who self-sabotage blame others for what went wrong. It could be no one’s fault, but those who engage in this type of behavior often find someone to blame. Not being able to recognize your role in the situation and make healthier, better decisions in the future just repeats the pattern of poor outcomes.

Procrastination

Putting things off until the last minute is a type of self-sabotage. You might push a task or project to the side and look for other things that seem more important, or you may reach for anything as a distraction to avoid a difficult decision. Procrastination can be a sign of stress or worry, but it may also be a sign of doubting your ability or being unable to manage time wisely. Self-discipline isn’t an inborn trait; it’s a learned skill.

Boredom and Lack of Focus

In some situations, self-sabotage occurs for a very simple reason: You’re bored. You don’t like what you’re doing, it’s not intellectually or emotionally stimulating, and you can’t focus on it. It could be that you find someone on your team annoying. Maybe they’re pushing your buttons or not contributing, or maybe the task is just dull and boring. Regardless, not getting it done often means you’re self-sabotaging because you won’t finish the job or do it well.

How to Stop Self-Sabotaging

If you recognize any of these signs of self-sabotage, take a step back. You can fix this, and you can learn to master your ability to work through difficult situations to create a better outcome. Consider these strategies:

Stop Criticizing Yourself

Self-criticism doesn’t have an easy fix, but it’s critical to minimize it if you want to reach your long-term goals. Instead of saying or thinking negative things, spin them around into something good. You may want to say, “I am so bad at this.” Instead, say, “I don’t have the skills yet, but I’ll figure it out.”

Get More Confidence Through Education

In some cases, you’re unable to reach a goal because you lack the skills. Change that. Find a way to increase your skills, such as through a leadership course, or invest in a program that focuses on building confidence.

Master Procrastination-Busting Skills

It’s easier said than done, especially when your mind is going in numerous directions at one time. But stopping self-sabotage is all about becoming self-aware. When you notice yourself becoming distracted, stop, reflect, and get back on track. Use timers to help you zone in for a specific period to accomplish tasks. Stop thinking about what you have to do and force yourself to do it. It is possible to change your habits.

Build Confidence in Yourself

Imposter syndrome, as defined by Psychology Today, is often a form of self-sabotage. It’s the feeling that you can’t possibly do the job that only other people do, or that you’re a fake, a pretender. When you don’t feel the confidence to complete the project, manage the team, or run the business, ask yourself why. Do you need more training and development? Do you have evidence of past success that should spur confidence in your ability now? Remind yourself every day of what you’ve already accomplished.

Invest in Yourself to Overcome Limitations

Ask yourself this question and jot down the answer. “Do I self-sabotage?” If you’re setting yourself up for failure, identify the specific behaviors and change them for the better.

At The Eighth Mile, we offer solutions to help you reinvent yourself and achieve a better outcome. If you’re self-sabotaging, isn’t it about time to try something different? Reach out to us today and learn more about your best path forward.

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