Own or surrender the narrative
"In teamwork, silence isn't golden. It's deadly." Mark Sanborn
Almost every big event in a business requires a narrative - the announcement and explanation given by a leader to the organization's people. If left to chance or just left unsaid, the rank and file will create the narrative on its own and it could be horribly wrong. Rumors can form which poison the climate and culture of a business. I frequently felt this requirement and responsibility to communicate with my people, especially after something important happened. I formed and took ownership of the narrative. I saw it as a choice. Own it or surrender it.
Change is a constant in business and people are naturally resistant to it. Change requires people to work harder to understand a new business application, process, person or the purpose behind an initiative. As an optimist, I do believe most people will accept, even embrace change, especially if the culture and climate are healthy, but this is not a given. On the outside, a person or team may appear to embrace change but on the inside fear and doubt may form followed by an internal and even external narrative. Time for leadership! Here are some examples.
The employment of three people is terminated.
Surrendered narrative: "Who is next?" "But I liked Sam. Why was he let go?" "We better watch our backs, management is clamping down on our performance." "Management just sacked three people and put them on the street."
Owned Narrative: "This is an exceptional organization with exceptional people. The performance of these three people did not meet our high standards therefore, we facilitated their departure on to other opportunities. I want to ensure each of you that you are exceptional and valued members of this team. This termination does not represent a trend or signal that the leadership of this organization is on the hunt for more. Your role in all of this is to focus on our mission, each other, and to continue to do the great things you do each day. I and the other leaders of this company will be speaking with each of you individually about this in the coming days."
A new application is introduced to help the company achieve efficiency by monitoring the hourly activity of employees.
Surrendered narrative. "They don't trust us." "They are trying to build the case to fire one or more of us." "We are not allowed to take a break to think or rest our bodies and minds for the physically and mentally challenging work we do here each day."
Owned Narrative: "We are going to implement this new application so that we as a company can achieve greater efficiency (define efficiency in specific terms). We want each of you to have the autonomy you desire to navigate your days and weeks here in Company X. Please continue to do the great work you do and prepare some feedback as your leaders will visit with you one on one in the coming days to show you the efficiency which has been gained and gather some sustains and improves from each of you. We are in this together."
Take note of the narrative and promise to receive feedback in both of these examples. A single statement is not sufficient. The narrative must continue, especially one on one following a message such as these above to a large group. Indeed there is some word-craft required in your narrative. My advice is to be honest and authentic. If you use stolen words and phrases, your people will see right through you.
Of course, if you cannot logically explain something to a group or individual, then maybe you shouldn't be doing it. Blog for another time! Own or surrender the narrative. The choice is yours.
Make it Personal!
Rob
Rob Campbell