Become a Better Change Leader

As an overseer of multifamily operations I have often been frustrated and disappointed in why I could not implement change more effectively. Even when I exhausted a great deal of time and effort in getting my team together and talking to them about change, listening to their ideas and allowing them to effectively plan out their change in behavior, little if any change occurred. It was not because they didn't like the ideas or the plan, but because habits are really hard to break and it always seemed like more pressing things took the place of the intended change. What I've learned is that change is a process of communication and repetition. Change is made over time in small steps in the form of an agreement, practice, accountability, recognition, follow-up, review, refresh agreement, practice, accountability, recognition, follow-up, review (repeat as necessary). To explore this process of communication and repetition a bit further, let's talk about the steps.

An agreement is formed during the discussion of the topic and the need for change, exploration of concepts and ideas on how to improve or change behavior that leads to the strategy and goals necessary to affect change.

Practice is the reinforcement of change by showing and actually performing changed behavior internally with the team and externally with customers. After the agreement is made it is essential to reinforce the key changes in behavior by coming together with the individual or the team a few times a week. A supervisor and trainer can do this by presenting periodic feedback sessions or simple challenges that cause new behaviors to form. For example, let's say one wanted to improve customer service by changing the way customers are greeted. A challenge could be focused on the number of times team members remember to shake hands and warmly greet residents and prospects by name that day. At the end of the day individual successes are discussed together and more importantly new habits have begun to take hold.

Accountability - the changes in behavior one is expecting has to be measurable, whether it is through observation, inspection, surveys, or reports, in order to hold supervisors and team members responsible for the results. Supervisors and trainers should be talking to individuals and teams regularly about their successes and failures. Once the correct behavior is practiced any fallback to the old way should be immediately addressed by the supervisor. Repeated failures should transition into individual coaching or counseling sessions.

Recognition - is the sharing of examples of changed behavior, results and individual or team testimonials.

Follow-Up - is the meeting with the person or team and exploring how much of the intended change has taken place. In a follow-up session a supervisor and/or trainer should ask one of the two following questions:

1. On the agreement of [state what it was], what are you (or we) doing right?
2. What are some things you (or we) have accomplished that you (or we) are happy about and proud of?

Additional drill down questions to explore the successes includes:

• That's great! Can you give me a specific example of that?
• And how did the resident respond?
• What are your thoughts about why that worked so well?

Once the individual or team have explored what is going well then the supervisor and/or trainer should help the individual or team take their success to the next level by asking:

1. What areas would you (or we) like to be bettere at?
2. What thoughts do you (or we) have on what to focus on next?

Drill down questions to help one set new goals includes:

• That's a great idea. How would you go about doing that?
• What is your concern about that?
• What could you do to overcome this problem or concern?
• That's one idea, what other ideas do you have?
• How can I help you make this happen?

Review the new goals discussed and refresh the agreement to include what will happen next. Change continues until the entire agreement is fully implemented.

Change will not be successful if it is done in form of telling others what to do, but rather when it implemented in the form of self and group discovery. The job of a supervisor and/or trainer is to lead and support the individual or group to the correct conclusions. This takes time and perhaps several Practice, Recognition, Follow-up and Review Sessions. As a supervisor and/or trainer one can interject ideas to get the creative juices flowing or make statements to provoke thought that guide the individual or team toward the goals. One has to be able to move fluidly through the change even if it takes a different path than intended. Remember it's the outcome that is important not the path that is taken. One has to be flexible enough to allow the individual or team to exercise creativity and self discovery of what works best for them. Follow the path that evolves and change will happen often in a way that is better than originally proposed.

If you are interested in becoming a better Change Leader and improve the work life of your team members, let me know via email at g.preston@multifamilymanagementconsultants.com. If we have enough interest we will put together a webinar training session for supervisors and trainers on how to better guide others through change.