We started this blog series on leading change by starting with WHY. After we know WHY, we transition to WHAT and HOW we will implement the change.
This is where the dance begins. While some of the WHAT and HOW may need to be dictated, we must give as much freedom as possible regarding implementation.
Why?
People thrive when they have control over their work.
In The Happiness Advantage, Shawn Achor emphasizes the point this way:
“Because feeling in control over our jobs and our lives reduces stress, it even affects our physical health. One sweeping study of 7,400 employees found that those who felt they had little control over deadlines imposed by other people had a 50 percent higher risk of coronary heart disease than their counterparts. In fact, this effect was so staggering, researchers concluded that feeling a lack of control over pressure at work is as great a risk factor for heart disease as even high blood pressure.
In other words, give your team control of their work unless you want to contribute to them having heart disease.
How do you do this?
1. Make sure the WHY is clear.
2. Determine which WHATs and HOWs are non-negotiable.
I often say, “I don’t care exactly when or how you do it; I just need it done. . .”
3. Be open to changing the WHATs and HOWs as you learn more.
I tend to have general ideas on how things should be done, but when I listen to my team members, they have better ideas than me.
Admitting their ideas are better is a sign of strength, not weakness.
The adage is true. All of us are smarter than one of us.
So, lead change AND give up some control. It will be better for all.