While it is true that we might not

be able to reverse decisions made by management or by others, it is equally true that we can reverse our thoughts from “Great! Now what do I do?” or “I can’t believe this is going to happen!” (which allows our creative brain to hijack our thoughts and our emotions) to more productive, grounded and reality- based actions. This can make the diff erence between a smoother, less stressful, successful implementation and a resistant, frustrating, lengthy and unsuccessful adaptation.

ACTIONS YOU CAN TAKE One of your roles is to infl uence your team to accept and work within the change. That is not to say you need to accept the change blindly; you can and should present your case for any alterations or modifi cations to the change. Be sure to include facts and the anticipated consequences of your suggestions.

The actions that others take, and

how they perceive the severity of the outcome of the change, are a direct result of your character. There are several ways you can minimize the angst and prevent frustration and unproductive conversations that serve no purpose except to keep emotions running high and worry to spiral out of control. 1. Take ownership of your own thoughts, emotions and actions. Don’t blame the decision-makers, the economy, regulations or any other nebulous entity. You own your thoughts, emotions and actions. Be the role model for how you want and need your team to handle the upcoming change.

2. Capitalize on the strengths of your character, whether it’s communication, honesty and

humility, awareness, resiliency, authenticity, context, trust and tact, ethics and reputation and respect.

3. Change can bring up feelings of victimization; after all, “I don’t want this change, I didn’t ask for it, I have no choice but to accept it and I won’t do it willingly.” It is up to you as their leader to shift their mindsets from helplessness to being in control. Use the authenticity of your character to help build their resiliency and regain their self- respect. You might be pleasantly surprised at how their demeanor changes.

4. Think twice before you say or do anything that will undermine the decisions that have already been made. You can lose respect.

5. Using your own resiliency, be patient and understanding with your team. Everyone needs the time to process the information and the implications of the change. Give them that time.

6. Be proactive. Honest communication and expressing your own concerns in an authentic, non-angry manner, can help ease their minds. They will continue to look to you for strength and leadership.

7. Follow through on your word. If you tell someone you will investigate and get back to them, don’t leave them hanging. Tell them even if you have no updates — that shows you value and respect them.

At some point, you may have to tactfully tell one of your staff that the time for resistance and negotiation has passed, and they need to accept, adjust and adapt. Be sure to listen and address any lingering concerns they might have. Off er to work with them to return them to a valued and productive employee.

TO SUMMARIZE Your true character, the ‘you’ deep- down inside knows your strengths and weaknesses, and knows what you can do to help alleviate the angst associated with change. Your character needs to be visible throughout the entire change process. When your team members have confi dence in their leader, it will be easier for them to remain focused on their tasks and what needs to be done, and not be distracted by “what ifs” and outcomes that might not even be within the realm of reality. Change presents possibilities and opens us up to a growth mindset. Let your character shine when you present these potential opportunities to your staff . I challenge you to take an ‘outside’ look at your thoughts, emotions and actions, especially your initial reaction, and determine where you can improve. Surround yourself with like-minded people who encourage change. Positive support ‘groups’ help you make and sustain positive change. Next month we will continue our CHANGED journey with letter H.

Dr. Shari Frisinger is an NBAA PDP provider, a member of Aviation Psychology Association, and teaches

leadership degree courses at The University of Charleston and Embry- Riddle Aeronautical University. She has presented behavioral safety programs to a variety of fl ight departments and aviation companies, and once again off ered a session at NBAA BACE 2017. Connect with Dr. Shari in LinkedIn and Twitter, via phone at (281) 701-6046 or email her for her newsletter (Shari@ CornerStoneStrategiesLLC)

28 | mar 2018

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