My kid was in the back seat, sobbing, refusing to move. It was day one of term four and with two weeks of swimming classes ahead – his idea of hell – this usually cheerful child was a wreck. But I had a meeting, I needed to get him out of the car, fast. I’d have to go professional.
“Come on buddy, unclip your seat-belt now.” Still sobbing, hesitant, but he slowly undid his seat-belt.
“Poor boy, I totally understand how you feel. Put on your backpack now mate.” His arms slipped through the schoolbag straps, almost on autopilot, but activity was siphoning the intensity from his crying.
“Here you go mate, blow your nose and wipe those tears away. It’s going to be okay.” I passed him a tissue, he wiped and blew. Mumbled something about it not being okay, but the crying had stopped.
“Hey, can I have a kiss?” Kiss delivered. Bonus.
“Alright buddy, I’m going to be here waiting for you at 3.30; now, open the car door”.
The door opened but this could still go either way. I felt like I was negotiating a siege.
“I know you’re going to be okay with this. Run to class now, there are only four minutes to the bell. You can tell me all about it this afternoon.”
He shot a sideways glance across the playground, swung out of the car slamming the door, and was gone.
Leading change communication for big organisations has taught me a lot about how we listen and talk to each other. When we’re under pressure we don’t need big motivational messages; we need clear, precise instruction in how to take the next step. We also need licence to express anxiety, reassurance that we are doing okay, and a clear pathway to extra support if and when we need it.
It’s a simple formula but successful change implementation eludes many businesses. Why?
The key tactical line for communication during change is team leaders and department heads – middle managers. These folk have often been promoted due to their technical expertise and may lack the communication expertise to keep a team focused, moving and confident in the mission when uncertainty is high.
Properly resourcing these managers is the secret to success.
Position them as the change subject matter experts, feed them high-value knowledge to keep them ahead of the game, and ensure they know how to listen intently as well as speak credibly.
It’s a good approach for getting the recalcitrant kids in your organisation out of the car.