8 signs at work that tell you as a leader it's time for you to think seriously about making some changes
Our theme this month is “Is it Maybe time for a change at work?” and in honor of it, I compiled a list of eight of my favorite signs that tell me as a leader it’s time to reallllly pay attention because it might be time to make a change (or some changes). Sometimes, one of these is enough to get you to the wheels moving; other times, several of these might combine to convince you it’s time to pull the trigger.
What do you mean by change, you ask? Good question! We are purposefully being broad about what change means--it could mean starting a new program, replacing your accounting software, terminating an employee or starting Pajama Day Fridays for the team. Part of leadership is operating at both the micro levels of change (“let’s mix it up and get bagels instead of donuts for the meeting this week!”) to the macro levels (“It’s time to think about overhauling our mission statement!”). There’s pleasant change (starting an exciting new program that attracts tons of interest) and unpleasant change (terminating a beloved employee who has been underperforming for years). The signs below could be for any type or level of change--they are in no particular order of importance. What’s important is, when this happens, you notice--because even the act of noticing is a sign it may be time for a change at work.
Leveraging transitions that are occuring anyway (like a new employee starting). When I was home on maternity leave with my twins, my mom was over helping me out. One morning, we were sorting toys and getting my then-two year old’s toys organized. The whole shelf was pulled apart, bins were labelled with pictures, and as I went to go put my Pinterest ready bins back on the shelf, my mom yelped “Wait! Get the Clorox wipes!” She wanted me to wipe down the dusty shelves and back wall while it was exposed there, and I grumbled a bit that it wasn't our mission. (I wanted a little break to watch Scandal.) She said “as long as they’re exposed, you might as well clean them.” That idea--as long as one thing is happening, you might as well do it applies to change too. If a new employee is starting, you might as well update that PTO request policy you’ve been thinking of changing, or change the team meeting time or clarify your expectations for your check-ins with your direct report. Change happens all the time anyway; making changes on top of those that occur naturally capitalizes on the fact you are already in a state of change.
Take advantage of times when people expect change. Early in my school’s start-up years, I’d get a great idea and want to do it RIGHT NOW. Sometimes this was great (how exciting! It’s such a start-up!) but sometimes it was draining (Wait, why are we changing the grading policy again!) As a leader I started to channel my impulses a bit, and rather than always make a change when I felt like it, I’d look at the calendar and see when people expect change: the new school year, the new calendar year, after vacation breaks. I would think about the time that made the most sense for it (like starting a new grading policy at the new school year, or a new lunchroom dismissal routine after a school vacation) and do the work beforehand so I could tag the change to the moment in time.
Take advantage of temporary amnesia that happens after time away. My first year teaching I returned to my classroom after winter break and was shocked when at least half the class forgot the procedures for passing out papers. Since then, in all the roles I’ve had in school leadership, I’ve come to expect this temporary amnesia (from kids and adults!), especially after winter, summer and spring breaks. It’s natural--and a good sign we were taking time to re-charge--and timing changes (especially minor ones) to this can be a great strategy. People are ready to refresh expectations anyway, so why not schedule a team meeting the day people get back, do some team builders and reconnect after a break, and let people know there’s a new form for reimbursements or they now schedule conference rooms via a website?
Notice external interest in ideas. This one can be tricky--it’s a fine line between noticing trends and thinking about if that change is the right one from your organization… and jumping at every random suggestion like a dog chases squirrels in a park. However, if something catches the ear of a funder, a champion, a mentor, a supporter--notice that. Their interest may indicate something deeper about what your organization is ready for.
The feeling of dread in your stomach when you think about something. It took me way too many years into my leadership to figure this out, but if I see a meeting on my calendar and sign internally or if I get that “yuck” feeling in my stomach anticipating a check-in, or an agenda topic--there’s something my body is trying to tell me, and I should stop, breathe, and notice what I think about it.
The way your heart beats faster when you think about this idea. We’ll stick with the slightly woo-woo here, and also note that just as you should notice when your body shows signs of dread, you should also notice when it’s telling you--hey, this is exciting! If your heart beats faster, maybe it’s time to look into that idea a little further. If you find your mind racing with possibilities--start making a list of them, because it’s probably worth exploring.
What keeps coming up. You know how you hear a great throwback song one day, and then all of the sudden it comes up all the time--in a story your brother is telling, in a commercial on YouTube, in your spin class? Sometimes ideas are like that--they keep coming up. When that’s the case, notice them. It may not actually be that they are statistically coming up more; it may be that you are noticing them because you are subconsciously thinking about that change.
When you find yourself saying “Well, something needs to change”. Yes, I am ending with the most obvious one--but it’s shocking how many times you might say that intending as a figure of speech--but really, it’s true. Something likely does need to change, and while as leaders we don’t deliver on all the change in an organization, we can make changes that in turn trigger changes in others. For example, I can’t make my development director submit more grant applications, but I can put an standing agenda item on our check-in agenda with “Grant applications submitted this week” to shine a light on it and shift her behavior (and if it doesn’t shift behavior, it may be time to think about some other changes!).
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Which of these 8 strategies resonate with you? Leave a comment below!