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Terry's Original Quote Keepers

A minute of silence can be more productive than an hour of debate.
~Terry Braverman

Arrest yourself when under the influence of a negative thought.
~Terry Braverman

Give me levity, or give me death!
~Terry Braverman

An intimate relationship is the ultimate training.
~Terry Braverman

Clarity of purpose is the ultimate decongestant.
~Terry Braverman

Faith keeps the voice of fear out of your ear.
~Terry Braverman

Peace begins between your ears.
~Terry Braverman

Peace begins between your ears.
~Terry Braverman

Be patient, before you become a patient.
~Terry Braverman

Over-analysis causes paralysis.
~Terry Braverman

May the 'farce' be with you.
~Terry Braverman

Plan some time to be spontaneous.
~Terry Braverman

Laugh at yourself, and you will always be amused.
~Terry Braverman

Imagination sharpens the dull blade of routine.
~Terry Braverman

Inquisitiveness cures boredom; nothing cures inquisitiveness.
~Terry Braverman

Feed your soul, starve your worries.
~Terry Braverman

Avoid time in the Tower of Babble.
~Terry Braverman

Release any false sense of insecurity.
~Terry Braverman

Life is a fantasy, made real by our thoughts.
~Terry Braverman

Managing to Sell Change

QUOTE OF THE WEEK: “When the pain of staying the same is greater than the pain of change, people will grow and the unspeakable value it offers is priceless, measured as a Lifetime Value.” Amy Elias, MS

 

MANAGING TO SELL CHANGE

How do you get staff to buy into something new?  Managers tell us that this is a big problem. I want to share with you an idea that my business partner uses to get buy-in for change. What he does is turn the expression “no pain, no gain” on its head. He says “during change it’s actually no gain, no pain”. What he means is this: change is very painful at work. It takes a lot of energy, it is hard, it takes a lot of time and employees are going to avoid it as much as they are going to avoid any pain.

 

So as a leader you need to focus on … what is to gain?  You need to spend time communicating:

 

What’s in it for staff? How will they benefit?

 

How will it help the team? (Forge bonds, promote decision-making autonomy, accentuate individual skill sets, mitigate tedious tasks, reduce stress, save time…)

 

How will it improve the relationships with customers? (Enhance info flow, quicken service response, sharpen communication skills, make applications easier for customers…)

 

What’s in it for the company? (Boost in revenues, lowering of costs, more harmonious workforce…)

 

Why do you want it happen?

 

What’s going to happen if the change fails?

 

In essence, what will staff gain from the change?  If you can’t convince them on any gain, then they will not be willing to go through the pain of the change.

 

Reprinted from http://peoplenrg.com (examples in parenthesis added by me)

 

 

 

 

 

 

 

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