Removing the Lid on Your Organization

Jar lids

The lid on your organization is
the person’s feelings you’re trying to protect.

The conversation down the hallway goes like this. “We can’t bring that issue up because Mr./Ms. ‘I’m The Center of the Universe’ will get upset.”

The drama queens you dance around
determines how far you go.

Sammy Salesman gets bent out of shape if reporting systems change. Dance around Sammy and, eventually, you end up in the dark.

The person you’re afraid to confront
anchors your team.

Oh! We can’t change our delivery system because Susie Secretary will freak out. The team ends up serving Susie, rather than customers.

Weak organizations are governed
by the preferences of those who can’t be upset.

The people you constantly comfort may be friends, but they are the enemy of innovation and excellence.

The people you comfort
determine the level of excellence you achieve.

Displeasing disruption:

Courageous leaders disrupt and disruption doesn’t feel good. Weak leaders:

  1. Live in fear of making someone upset.
  2. Choose comfort over advancement.
  3. Take responsibility for other’s feelings.

Effective disruptions when dealing with lids:

  1. Feelings matter. Demonstrate respect, courtesy, and kindness, regardless.
  2. Be certain disruption touches you as well as others. It’s easy to get out of touch with discomfort when all you do is change others.
  3. Ask Lids, “What are the issues?”
  4. Ask Lids, “Do you think I understand the issues?”
  5. Have Lids explain the goal of improvements and innovations.
  6. Practice transparency and candor. “The IT Department has heard the concerns of Susie Secretary.”
  7. Reject concerns based on past projects. The people you comfort beat you up with the past.
  8. Connect shared values with disruptions and goals.
  9. Build stability as well as disruption.
  10. Practice firmness calmly, without frustration or anger.

Bonus: Maintain optimism.

Check out the great feedback on Facebook: “When leaders try not to upset people they ________”

How can leaders deal effectively with people who use being upset as a strategy to prevent change?

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