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Dear Friends and Clients,

On his long path to becoming the richest man in the world, Warren Buffett kept moving forward by sticking to some basic rules. As biographer Alice Schroeder writes in “The Snowball,” Buffett measured each achievement by an “Inner Scorecard,” reflecting his own core values.

In the midst of great change, Buffett stuck to the formulas he believed in. For example, he always avoided too much leverage, even if it meant passing up attractive investments. He chose to work with people he liked. And he restrained his enthusiasm during boom markets, reminding himself that the value of the stock market ultimately reflects only the output of the economy.

It is no surprise that the “Oracle of Omaha” is one of the financial gurus summoned by President-Elect Obama to grapple with the financial crisis.

Buffett has repeatedly demonstrated an ability to remain calm and centered in the midst of crisis. Even though he doesn’t enjoy change in his own life, Buffett’s inner compass has enabled him to calmly lead $200-billion Berkshire Hathaway through wildly changing times.

Acting like a leader in the midst of change is a challenge that most professionals face in today’s world. Even when it is moving us to a better future, change can be baffling, exhausting and even frightening. Yet, as Buffett has commented about this year’s financial chaos, with change comes opportunity.

In this issue I’ll offer suggestions for ways to act like a leader in this changing world, and develop opportunities in the midst of confusion.

Warm wishes,
Bev

Grow As a Leader
By Managing Change

November 18, 2008 * Number 93

The marketplace is a mess and many industries are in a continuing state of restructuring, if not collapse. Whole communities are in crisis and public sector leaders are struggling to keep their entities moving forward despite the lack of resources.

Some of us may feel better as we see our leaders grapple with the challenges. But the responsibility for stimulating or coping with change does not reside in just a few executive suites. We are all potential agents of change, and we all have an opportunity to make a difference, no matter what our role at work, at home, or in society.

Whether you are managing a major institutional renaissance or thinking about new ways to spend your family time, some basic change management techniques might support your effort. Here are suggestions for leading change:

State your vision. You may not yet see exactly how you’re going to get there, but it is important to know where you want to go. It may be helpful to write a vision statement describing your goals as concretely as you can. Also consider drafting a list of the values that the change process is intended to create or preserve.
Yes you can! Effective leaders tend to be adept at stating goals in optimistic terms. And research suggests that optimism is a trait that can be learned and shared. You may have to choose optimism repeatedly. Not only should you speak in positive terms, but also you should practice recognizing and disputing pessimistic thoughts that drift through your head. For example, if you catch yourself thinking “we’ll never get there,” argue back that you’re just starting out and already have made progress.
Say it again. It’s not enough to set out your positive vision and move on. Throughout the change process frequently refocus on the basics. Look at your vision statement and remind yourself about where you’re going. And keep up a drumbeat of communications reminding everybody involved about where you’re going and the values you intend to uphold.
Know it might get tough. Human beings seem to be hard-wired to resist change. Perhaps because ancient people were more likely to survive if they stuck to familiar patterns, most of us tend to be cautious about new things. And – as we discover when we try to lose weight – change can be difficult even when we want to go in a new direction. Recognize that resistance is part of the change process, and don’t be discouraged when your colleagues don’t immediately jump on board.
Use rewards. Too often change agents become so fixated on their end game that they neglect the important practice of celebrating and reinforcing successes along the way. Small rewards, as basic as offering thanks or congratulations, can be important to keeping change going. Frequent positive reinforcement is highly effective in encouraging new behaviors.
Take small steps. For many people, sweeping change is just too difficult. One way to get past resistance is to break a big change into tiny increments. In other words, don’t try to do everything at once, but propose a small step in the direction you want to go. Once that step has been taken, reward it appropriately and propose the next tiny step. For example, if you want to start a family tradition of hiking, you might start with walks around the block.
Change yourself. Research suggests that to be a successful change agent you must be willing to change yourself. It seems that while you are changing your habits with something as simple as a new fitness program you are better able to participate in change at work. And when you are experiencing personal growth you will be more effective at leading other people in new directions.

Want to learn more about leadership, change and productivity? For discussion of many issues related to achieving your workplace goals, check out the Newsletter Archive on Bev’s Website. You’ll also find links to Helpful Books. Also, know that, in addition to providing executive coaching, Bev is available to speak about a broad range of issues related to your work life. Visit her website at www.ClearWaysConsulting.com or email to Bev directly. Bev is associated with Executive Coaching & Consulting Associates.

Bev’s Tips for a Better Work Life is published on the first and third Tuesday of each month by Beverly E. Jones of ClearWays Consulting, LLC. Bev is a lawyer and former executive who now coaches accomplished executives and other professionals to bring new direction, energy and enjoyment to their work lives.

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