Shrink the Change

This post is the third and final in our 3-part series called “Building Trust at Work”, with Chris Brogan. Chris is president of Human Business Works, providing business, communications and emerging technology strategy for mid- to large-sized businesses paintball kostenlos downloaden. He blogs regularly at

While talking with Dan Heath, bestselling co-author of Made to Stick, I wanted to discover how we could use what we’d learned (in the previous talks with Dan Pink and Charlie Green) to help both leaders and employees build the foundations of trust necessary for remote work download dvd brenner kostenlos. Heath (and his brother Chip) is an expert on change, and that’s why I went to him.

This change FEELS big jumpin jack spiel kostenlosen.

Allowing employees to work remotely is a huge change, says Heath. Most managers and leaders are used to managing by sight in close proximity so that they can notice whether people seem busy herunterladen. It feels like a major shift, this precedent of allowing people to work remotely, with no supervision and no sense of the outcome. That’s why the next step is so important herunterladen.

Shrink the change.

Heath points out that the best way to approach this change is to break it into small chunks, such as by explaining it’s a trial or an experiment herunterladen. If you ask the boss to trial it with 2 or 3 workers instead of the entire organization, and if you give it 3 months to succeed, then you’ll have a better chance of getting the green light lms herunterladen. Smaller changes mean that everyone feels a lot more comfortable in measuring what happens and understanding the impact.

What are the next steps flixbus booking confirmation?

We’ve missed something important if all we’ve done is decide to make the change smaller. You and your boss have to agree on what your definition of success will be and how it will be measured windows 7 professional deutsch kostenlos vollversion. Remember that we’ve got to shift from butts-in-chairs management to results-based management. We can’t measure people by their responsiveness to email, because that just sets up your teams to be ready and eager for distractions from tasks cisco webex meetings herunterladen. So what steps can you take to reach your goals?

  1. Seek time milestones for projects. To measure against time is a way to see how distance doesn’t matter.
  2. Set participation goals. Being remote doesn’t mean being out of the loop with office culture. Make sure meetings are kept and that you are able to facilitate collaboration the same as when you’re in the office.
  3. Consider a satisfaction survey. Even if you’re just measuring this for your internal clients, ask for satisfaction ratings (simple ones) a month or two before you make the switch to remote work and then again for the first 3 months after you make the switch. Is anything negatively impacted?

There are literally dozens of ways you might consider measuring success. Be wary of how you want to frame this story, as it matters depending on which battle you’re hoping to win.

One thing is for certain: selling the benefits of workshifting hinges on trust. And one way to establish trust is to build success stories between 2 parties, starting small but ending strong, which aligns well with the advice from Dan Heath.

What’s your plan to increase trust at work? Which example resonated the most with you?