Jul 26 2007
Change for the sake of change
Everybody had little foibles that they sometimes hide, sometimes revel in. Mine happens to be pens. I love collecting and using them. Not only the fancy, high end ones but well design inexpensive ones hold just as much thrill. I’ll often find myself switching pens in mid-document just because the one I’m using just isn’t doing it for me.
The reason why I’m sharing this tidbit is because there is a personality type managers run into that share this behavior. It is the person who needs “change” all the time. Think about the person who, for all good intentions, is “fixing” your processes and procedures, always looking for new ways of doing things, and in general being a positive but disruptive influence. What can you do as a manager to get the most from this type of person while still helping them to feel satisfied with what they are doing?
Find things for them to fix
This type of person typically loves the challenge of fixing a “broken” process or procedure. If you have something you think could potentially be improved, turn them loose on it and ask for their recommendations. It’s important though they understand you may not implement all their recommendations but you are still interested in hearing what they have to propose.
Reinforce what can’t change
In many cases there are processes and procedures that cannot change no matter what recommendations are made due to external factors, costs, or other driving reasons. These instances require you as the manager to redirect the changer as soon as possible to other places they can make a difference before they waste time and energy on something that won’t make a difference and will leave them feeling frustrated. Help them understand that their energy and insights are better applied on another area.
Make them justify
If they are interested in changing processes and procedures and you sense there is a potential benefit from their ideas, don’t just accept them off the cuff. Make them package them, think them through to completion, and present them as coherent, well analyzed plans rather than coffee napkin ideas. Not only are you helping them develop the skills of executing their ideas to completion (something many rapid changers have an issue with) but also encouraging the communications abilities in them to get their changes recognized and accepted.
Now, where’s my fountain pen?
