Fear.......#change #fear

Fear of change is a very normal human reaction whether it has to do with your personal life or your professional life. I am also scared of change - especially when it is not myself deciding that things need to change. If it is not my own decision, then I expect the people or the person that needs me to change, to explain WHY og HOW the change should take place. If I do not truly accept the background or reason for change, then I will most likely challenge it. And this is where it gets interesting. Most people do not verbally express that they do not want to change, they may even nod their heads in a seemingly accepting way - but underneath the surface not embracing the change. Only a few percent of the population will stand up and verbally argue against the change, because they do not feel comfortable to share their concerns. They have fear of the consequences. This is especially true for organizations where your job is at stake.

I have become more and more aware of the ability to address change and changing behaviors in the OPEN. To be honest and patient about the need for explanation. The accept that ALL people have different acceptance curves for change, which most leaders know on the intellectual level, but do not internalize on the gut feeling level. Look at John Kotters 8 steps of change. Most people skip a step or two in order to achieve change quicker. My advice is: do not skip any steps. Accept that change is difficult, creates fear in most people and can be easily said, but more difficultly done.

What is your perspective on change?

Values are the key - SQ, the other type of intelligence #intelligence #values

When you talk about intelligence in your co-workers most leaders refer to your IQ (intellectual capacity) and only a few leaders to your EQ (emotional inteliigence). I think this is a very clear sign that so much of our leadership behaviour evaluates only a small part of our co-workers joint intelligence. Lately a relative new term called SQ (valuebased intelligence) is being introduced, which takes into consideration how more and more of our joint collaboration can not happen solely through a old-fashioned hierarchy and a traditional leadership approach. More and more the leader is someone who recognizes the common core of intelligence in the ENTIRE organization with no look upon rank, status or educational background. The borders get whizzy - and you lead a bunch of co-workers, who most likely is smarter than you. So this is where SQ comes into the picture. IF you have solid values, integrity and the ability to understand the DIVERSITY of things that motivates, THEN you have a real chance of making outstanding innovation and  development by unleashing the POTENTIAL in your entire organization. 

What do you think? Can you use some of this knowledge in your own organization? 

• Q1: IQ – Enhanced ideation, innovative thought, strategic thought, ability to learn-relearn
• Q2: EQ – Emotional intelligence, communication, collaboration, risk tolerance, resiliency
• Q3: SQ – Values, purpose, integrity of communication, action; and the development of the intrinsic motivators that keep us learning, leading and striving forward when times are tough)

Stay humble

Can you remember situations in your life that defines who you are? I have a few of those in mind. One situation is linked to being a young in-experience cross country coach for a bunch of kids in my local skiing club, NSP - back in 1980's. There was a fundamental respect among all the older skiers, the trainers and thus the influence on kids like myself. A few resourceful people made sure that respect for each other was a fundamental value in the club - and this has been shaping me ever since. To this day I think that respect for other people is so integrated in my approach to life, to my way of leading and to my surroundings. Another situation is linked to my time with Arctic Winter Games, where I had the privilege of working with more than 1000 volunteers. Working with volunteers over a period of almost two years gives a special insight into what tools you can use as a leader to inspire and motivate. I believe in extreme empowerment and involvement, which can only be successful if you communicate clearly and are able to delegate at a high level. Again I think that respect is intricate to success. The people around  you can FEEL you - and if there is mutual respect, then you can also MOVE people. To me being humble about the role you play as a leader is important. You are not more special than others - you only have a bigger responsibility. What are your thoughts on this?