Jonathan Clark and Peter Keith from The Eighth Mile Consulting address the myths of change management and how to successfully establish a change initiative.

 

There are a number of areas that affect the success rate of change management projects, in fact, research from McKinsey and Co show 70% of all transformations fail. We touch on some of the challenges that may raise questions for your own change management project.

Many projects that we encounter in working with organisations to support their change requirements come across these four issues, which we explain further in this short presentation:

  1. Change fatigue
  2. Resistance to change
  3. Lack of change champions
  4. Return to old habits

In this video, we explain the five pre-conditions for contentedness in an organisation as the model by David Rock outlines. This helps provide an understanding as to how our employees may perceive the change we are requesting and why they may be experiencing change fatigue. Change is a choice and it is our job to create the conditions that support change and promote the choice to embrace it.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

In this 60-minute workshop, we discuss techniques for presenting ideas that gain buy-in.

TOPICS WE DISCUSSED IN THIS WORKSHOP

  •  Understanding your manager
  •  Nesting your ideas within existing objectives
  •  Micro Skilling
  •  Matrix Teams
  •  Managing Obstructionists
  •  Using yours and your team’s values to support the cause

INFLUENCE REQUIRES UNDERSTANDING

Successfully presenting new ideas requires you to do the background research and set the stage for change. Take a look at what may be affecting your coworkers and how your idea will impact them. Forbes research shows that 70% of all organisational change efforts fail. Have you done the analysis that will enable you to achieve a break in with your idea?

There is an art to preparing information in such a way that it encourages transformation within your business.  If you present your ideas with no strategy you may experience push back.  The Eighth Mile Consulting offers executive coaching for individuals looking to develop their understanding of the motivating factors that determine the outcomes in their workplace. Developing self-awareness and social awareness can give you the edge that drives your career forward.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

What are your thoughts or learnings when it comes to presenting new ideas? Are you seeing positive results from investing time in your own self-development? Let us know in the comments below!

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Your Values

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In this workshop, we discuss the difference between empathy and sympathy. 

As a leader, our key responsibility is our people. Therefore, we must learn and develop the skills required to provide the right environment for our people, as well as the coaching conversations that develop the people we are responsible for at an individual level.

We cover in detail the 4 steps to leading with empathy 

  1. Promote a growth mindset, with a focus on the learnings, rather than the failures in execution.
  2. Acknowledge fallibility, observing that even in achieving an objective successfully, there may have been components that we missed, and room for improvement exists.
  3. Encourage curiosity over a conclusion.
  4. Exhibit empathy by way of a combination of active listening and observation of the feelings people are displaying.

The Impact of Empathy in the Workplace

Leadership Training that develops empathy is fundamental to creating a culture of high performance within your organisation. 

What does the culture look like at present within your company? Is there a lack of connection?  Are people stuck because they are feeling defined by setbacks? Is there a habit of shame and blame that leads to fear of ridicule? The Eighth Mile Consulting can help you build a resilient and innovative team who are willing to embrace change and support each other against external challenges as a cohesive unit. 

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

What are your thoughts or learnings when it comes to developing the skill set of empathy within your workplace? Are you actively fostering a psychologically safe environment for your people to reach their highest potential?

Let us know in the comments below!

David Neal and John Kiriakakis from The Eighth Mile Consulting explain the benefits and disadvantages of different levels of setups and the equipment required for each.

There are a number of areas within operating expenses for a business where cost reductions can be found with the implementation of these new technologies. We touch on some of these expenses that may raise questions for your own strategy development.

Many projects that we encounter in working from home require consideration across these four main areas, which we explain further in this short presentation:

  1. Audio
  2. Visual
  3. Control
  4. Input 

In this video, we explain exactly how continuity of your presentation link to your reputation and your overall client experience. This is the first step in creating captivating content that is engaging for your audience, whether that be for internal purposes or for external stakeholders.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

In this 60-minute workshop, we discuss getting the balance right in communicating with our employees.

TOPICS WE DISCUSSED IN THIS WORKSHOP

  • 05:48 – Decentralised control and the balance between expectation and empathy
  • 11:00 – The trust issue
  • 16:00 – The freedom in routine
  • 21:30 – Combatting uncertainty
  • 29:00 – The impact of cutting employees to save money
  • 42:00 – Continuous education within a cost-sensitive period
  • 48:00 – How to have courageous conversations

HIGH PERFORMING TEAMS REQUIRE TRANSPARENCY

Successfully developing your people is fundamental to the sustainable growth of your organisation. Take a look at what may be holding your organisation back. Is the rate of change making it difficult for your team to feel connected with a sense of purpose and direction?  Do you feel there is a lack of clarity at the tactical level? Do your leaders feel confident to handle having courageous conversations? The Eighth Mile Consulting can help you build your leadership team through Leadership Training to motivate disaffected teams and deliver business and people outcomes.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

What are your thoughts or learnings when it comes to managing employee performance? Are you seeing positive results from having courageous conversations? Let us know in the comments below!

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Weekly Planner

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The best leaders and project managers I have seen are those that can differentiate between relevant and irrelevant information quickly, so time is not wasted unnecessarily. It is those individuals, whom through their line of questioning, determine from another person – ‘what is the thing you want?’.

Do not confuse what I am about to say as an excuse for poor stakeholder engagement, or buy-in. This article is geared towards organisations and teams which operate in high tempo environments, experience stressful positions and require streamlined communication in order to survive.

My previous role within the military was one characterised by high and low tempo periods. Due to the nature of high tempo periods, time becomes short to make accurate and well-reasoned decisions often concerning the allocation of resources, and judgements about personnel safety. But what struck me as odd was a phenomenon I can only describe as ‘rambling’. As people got stressed, they felt the need to justify their question prior to asking it. But why would you be saying more when there is significantly less time? – it doesn’t make sense. It only creates more stress. It took me a long time to realise what was happening, but after having reasonable time to deliberate on the phenomenon I think I have figured it out!

As people become stressed they internally perceive the stakes to be higher. In turn, people tend to transition into a self-protection mode (either physically or professionally) – this is seen particularly in the military where individuals are assessed routinely on their technical skills and their ability to operate complex/complicated systems under trying circumstances. As a result, people rearrange the way they ask their questions in such a way that they begin with the justification before asking the question. You might have experienced this before when someone opens with a massive preamble about a problem and all they really wanted was to ask for something simple like a signature for something you already knew about. This is the same issue on a graduating scale.

On one such occasion I was helping run operations in a large scale military exercise. A person (whom I have the highest respect for, particularly their technical ability and their integrity) was ten minutes into a ramble and unbeknownst to them – time from my perspective was very short! I had to ask directly:

“What is the thing that you want?”

They looked at me somewhat shocked as to the bluntness of the question, but I continued,

“If you had to describe in 50 words or less how I can help you best, what would you say? As I have to leave for a meeting.”

Their reply – priceless.

“Can I borrow your computer for a couple of minutes.”

My reply – and a quick pat on the back later.

“No worries”.

Our relationship since that time has never been better. There was no massive social blunder, no awkwardness, just professional courtesy. Since that time, it dawned on me – how many hours of other people’s busy lives I have needlessly wasted by asking questions in the wrong way.

In certain circles within Defence, a technique called Bottom Line Up Front (BLUF) is utilised. It directly addresses this problem – it formally requires the individual to rearrange their correspondence in such a way that the question is the first line read on the document, brief or presentation.

BLUF Example:

I seek approval to move item X to area Y?

Justification:

  1. The item needs to be serviced
  2. Replacement items are inbound
  3. The item will no longer work with system Z which will be introduced in June.
  4. Etc.

The result is the decision maker is queued towards the problem early, and can actively consider the justifications without getting lost in the data.

Please note, when I refer to direct questioning, I am not implying one has to be rude, or unapproachable – quite the opposite. I am suggesting that a strong team with well rehearsed lines of communication should be able to circumvent the need to talk unnecessarily in times of extremis, or high stress. Team members should be confident in asking questions directly, and leaders should be comfortable in their team members’ abilities. Those teams that can achieve this level of operational ability are routinely the same that outperform their competitors.

Now I am not suggesting that Nirvana can be reached in terms of perfect communication, but I would suggest that there are certain things we can do at our level to improve our communication when it counts the most:

  1. Think before you communicate – What is it you want? Be prepared to explain why if they ask. Rehearse your question and answer.
  2. Don’t be afraid to ask the direct question – ‘What is the thing you need from me?’ or ‘Please describe exactly what you see me doing to help you?’
  3. Train your personnel – Encourage people to be confident enough to ask direct questioning.
  4. As a leader, be approachable and explain your intent – If you have to ask someone to be direct with their question also explain that you are not being rude and you appreciate direct questioning as it helps you problem solve more efficiently.
  5. Reinforce the correct behavior.

In my own experience, I have seen this work very effectively. Not just within Defence but across a multitude of different agencies. By cutting out the white noise I think I have significantly improved the way in which I communicate. My team members have also adopted the same line of questioning, to a point where it has become habitual. Give it a try!

We have taken many of these lessons and incorporated them into The Eighth Mile Consulting.

We’d love to hear your thoughts in the comments below.

Leadership 101

Leadership is NOT about you. Leadership is about trying to write yourself out of a job by EMPOWERING others to take over and head towards success.

Leadership is:

  • Helping the team understand the strategy
  • Enabling them to operate in your absence
  • Empowering them to make decisions and take risks, protected by your influence

Leadership is not:

  • Witholding information or techniques
  • Isolating individuals
  • Building a team around you for the sake of ego

Leadership 101 Infographic

Leadership Infographic by The Eighth Mile Consulting

My father is one of the most intelligent people I know, blessed with a highly analytical brain, and an ability to simplify the complex. He once challenged a younger version of myself, when I was massively overthinking about an issue. During one of my lengthy rants he stopped me abruptly and asked, “what is it you know?” Not paying much attention (as I hadn’t yet learnt to listen) I went on listing hundreds of pieces of what I thought were truths. He asked again, “What. Is. It. You. KNOW?” Upon further analysis it became evident that all but one or two pieces of information were assumptions, fabrications or guesses at best. This second challenge caught me off guard and has induced a healthy skepticism that has aided me to this very day.

When I stopped and thought about it, I really didn’t know anything. I had jumped to numerous conclusions based on my emotions, my perceptions of individuals (and their behaviour), and subjective observations which if had been seen or experienced by someone else would have ultimately led to very different conclusions. My father, on this day, changed the very way that I look and analyse problems. It has kept me more grounded through a combat military career, as a project manager, and as a consultant.

In 1997, Men in Black (MIB) was released, but there was one quote that really resonated with me. Kay, an experienced MIB operative is attempting to recruit Edwards and has just confirmed conclusively that humans are not alone on Earth.

Edwards: “Why the big secret? People are smart. They can handle it.”

Kay: “A person is smart. People are dumb, panicky dangerous animals and you know it. Fifteen hundred years ago, everybody knew the Earth was the centre of the universe. Five hundred years ago, everybody knew the Earth was flat, and fifteen minutes ago, you knew that humans were alone on this planet. Imagine what you’ll know tomorrow…”

Assumptions Vs Fact

An assumption is ‘a thing that is accepted as true or as certain to happen, without proof”. A fact is defined as, ‘a thing that is known, or proved to be true’.

When I was in the Army, we often conducted planning in preparation for complex emerging issues, conflicts and situations all around the globe. Planning under these arrangements was often characterised by:

  • Limited planning time
  • Very restricted resources
  • Scarce information
  • A complex and confusing operating environment
  • A need to gain early momentum on whatever it was we were committing to.

Our planning methodology was commonly referred to as, ‘assumption-based planning’. In doing so, we would spend numerous iterations of planning identifying a lengthy list of assumptions. These assumptions would become the premise to whatever plans we were simultaneously developing, allowing us to get early preparation and movement. Data collectors and different organisations would push significant time and resources towards confirming whether the assumptions we were using to form the foundation of our rapidly developing plans were factual, or not. It was not uncommon for assumptions to be disproved and would suddenly change large aspects of the plan, at short notice. But when the assumptions were proven correct, it would inevitably have given us the jump on our enemy or would have allowed us to get significantly ahead of schedule.

During my time in the Army we never, I repeat, NEVER made the mistake of thinking that our assumptions were facts.

There is one key difference between the commercial industries and the Army. The Army is deliberately geared towards effectiveness and capabilities, and less towards efficiencies and cost reduction (although effort is still invested into cost reduction). This approach is what largely separates the two communities, as a business that is not continuously reducing cost is likely going to encounter significant survival problems later.

Since my transition from the Army to the commercial sector, I have observed a common mistake for businesses to make sweeping generalisations and assumptions and use them as the basis for an organisation’s overarching strategy. This can be very dangerous! It’s okay to use assumptions, provided there is adequate time invested in proving, or disproving them later.

Misinformation Is Worse Than No Information.

In today’s world we are constantly barraged with information. Information that directly disagrees with other reputable sources. Technology in all its forms has now saturated our brains with so much content that it can be very confusing where to turn, who to listen to, and which medium to approach.

If I could invite you to consider one thing; Misinformation is so much worse than no information. Conclusively knowing we do not yet have factual information about a topic affords you the opportunity to conduct targeted analysis in order to prove or disprove assumptions. Misinformation on the other hand, only offers the opportunity to run down rat warrens, poorly invest resources, and waste time.

Misinformation itself is often manifested by our own personal biases, our aversion to collecting accurate and contemporary data, our available sources of data collection.

“Before the invention of printing press, the problem was, lack of information, and now due to the rise of social media, it is too much information – the former leads to mental starvation and the latter to mental obesity.”

Abhijit Naskar

My recommendation to those teams conducting strategy planning is to spend the time confirming the following:

  • What do we conclusively know?
  • What don’t we know?
  • What do we need to know more about?
  • What assumptions can we make at an early stage in order to get things moving?
  • How do we scale or rate the assumptions?
  • How will we prove or disprove these assumptions later? By when? For what purpose?

This should provide an opportunity to streamline your data collection and ensure that you are only collecting information that you need, and not wasting time and resources unnecessarily.

These are some of the lessons I have taken with me in my current capacity as a Director at The Eighth Mile Consulting

We hear a lot of positive stories, and the ‘how to’ of successful leadership scenarios. This is not one of those. Let me tell you about the time when I got it completely wrong.

I thought as a junior officer I knew the intricacies of leadership and command. I didn’t know at the time how much I had left to learn, and still do to this day. Specific to this incident, was my lack of E.Q. understanding of stressor impacts, and conflict resolution skills.

Do not mistake my lack of experience for a lack of willingness to do good. I cared about my team, their families, their prospects and life goals but, the in-depth knowledge of how they all interconnected to either support or undermine the team was limited. Retrospectively, I believe that in this instance, I subscribed too heavily towards a ‘mission’ first mentality, at the expense of the team.

The Scenario.

For the purposes of this article let’s call the other person Bill.

On return from an Army exercise, a piece of very important equipment couldn’t be located. It was Bill’s responsibility. He was in a position of leadership at the time, and not being able to find it meant that my team was still working, when the rest of the unit had been home for hours. A terrible outcome for the soldiers and their families desperately craving to be reunited.

In this instance, I was unaware of the life stressors occurring in Bill’s life. Bill was always so cool, calm and collected at every turn that, it never occurred to me that his life was literally burning down around him. I had known Bill prior to us working together and he had a reputation for being a strong, fit, competent and professional man. However, I was focused on preparing the team for operations, fixing the overt issues and working on ensuring the team was at a ‘high performance’ level. I was thinking about the group as a whole and did not make the crucial connection of the group being made up of individuals.

Once the item was found, in his kit, I was livid. I counselled the person in a fashion completely contrary to my character. There are no excuses. Stress from a pending deployment, embarrassment from the counselling I received from my commander or even the disappointment that my team had missed out on even more time with their families, were no reasons for my behaviour. 

My counselling of Bill was aggressively vocal. It was completely uncharacteristic of me and shameful. An interaction that wasn’t lost on my team. Bill also did not take it very well and it had a lasting impact on him. It took time to gain the trust of my team back.

Lesson 1 – Provide clear vision and intent, the mission will happen.

If I had looked after Bill, provided a clear vision and intent, I would have enabled him to a way to tell me what was going on outside of work. Then, I could have worked with him to fix it and ultimately, set the conditions for him to succeed. Instead, I undermined his faith in me as a leader.

Lesson 2 – Stick to your values.

My response at the time did not align with my values (accountability and service). Where was my service to this man and how was I being accountable to him? It was my job to protect him and ensure that his faith in me as a leader was paramount.

Lesson 3 – Find space between the stimulus and the reaction. (Bram Connelly in his Warrior U podcast, Episode 01: KC Finnegan – USSF Major, he explains this well.

When the incident occurred, I should have taken the time to analyse and decipher the variables and considerations. The equipment had been found, that was a positive. While the team was the only one left, they were together and all unified in their search. This was uncharacteristic of him, what is wrong? If I had taken the time to absorb all the variables, I may have found out something that could have prevented a greater impact on Bill later.

Lesson 4 – Make the best decision you can with the information you have.

At the time, with the information I had, this was not the best decision I could make. I knew this man extremely well and I knew it was out of character. Instead of confirming information, I sought to transfer anxiety from my Commander to him.

Lesson 5 – Know your people, they are not their behaviours.

I didn’t find out until later that the interaction had a long term and devastating impact on him. It impacted his Afghan deployment and contributed to some long-term issues. To his credit, he reached out. He explained how the incident had impacted him and it was something that he had never really let go. I had no idea that the interaction had hurt him. It hadn’t registered to me as something that would have. 

Lesson 6 – If you are wrong in your approach, own it, TRY TO MAKE IT RIGHT!!

After he told me the impact the event had on him, I was gutted. So, I did the only thing I could and owned my mistake. There was an explanation of my thought process at the time and how with the benefit of hindsight and experience, I would have done things differently. Now, I am doing what I can to make it right. I keep in contact with him regularly and it is a constant reminder to stick to my values.

Dave and I have unpacked this a hundred times so that we can learn from it and never make these mistakes again. So, feel free to take a free one from my error. We use our experiences and lessons like these at The Eighth Mile Consulting because it keeps us accountable to ourselves and the good people we work with.

Dont be a jerk and never underestimate the impact your actions have on other people.