Sometimes working in an Enablement role is frustrating, because even if it is in their best interest, people don't want to change. However, when people feel that a change is being forced upon them, they are even more resistant. Often, they feel that someone is coming in and changing their job, but as an employee, they have failed to see the problem with their position - it isn't theirs at all - it is owned by the company.
The company is paying someone to do a set of tasks.
And, that set of tasks can change, depending on a whole range of factors, like market conditions, or organizational restructuring. These types of events can not only move the tasks of specific roles, but also mean that the tool stack can change and employees will need to learn new processes and behaviors. This is life as an employee, and while most will complain about it, in general, there is less work involved than in the life as an owner.
Far less risk too.
My colleagues were talking about market conditions and how unlike some similar companies laying off people en masse, the company we work for isn't. Yes, there are structural changes internally to cope with shifting market conditions, but there is very little pressure to let people go - why?
Because of a change made a few years ago that many people complained about, because it changed their processes.
The shift was a transition from a perpetual license model over to a SaaS model, which completely changed the way the entire organization functioned, with a lot of pullback in some areas, expansion in others and, a lot of disruption in total. While far from perfect, it was handled relatively smoothly over the space of years, though people complained about having all of these unnecessary changes when things were going well as it was.
But, that change meant that now that markets are far less certain and B2B sales more difficult due to businesses suffering themselves, there is still subscription income coming in (Annual Recurring Revenue - ARR), which means that the company needn't be aggressively reactive and can instead ride out the rough patches. This doesn't mean nothing gets done or new sales stops, which is why there is organizational changes that should facilitate improving the product and set the company up for success in the eventual economic flip to the positive.
But, it is always interesting to note how against change people can be, without understanding the longer implications of those changes. As I was saying to a colleague at lunch, most people are narrowly focused and therefore don't see the meta of the landscape, even though they are heavily affected by it. This narrowness also means that they don't have the web of knowledge that can be used to feel the movement in the meta and position for it.
Just imagine if these types were making the decisions for a company!
While companies themselves have the goal to maximize shareholder wealth, the people within can actually perform quite well and above board, doing the best they can for all involved. Of course, this depends on the culture of the company, but a healthy corporate culture is one that helps and supports people to succeed, to set them up to be their best. But, as you can imagine from the entry paragraph, even with best intentions, the support isn't always welcome.
In some way though, I have noticed that it is a lot like a romantic relationship, as while all have challenges to face, the healthiest ones are those who speak openly and adjust quickly, before things get so bad there is no reconciliation possible. This means that discussion is needed and in general, compromises need to be made on both sides. Let it go too far though, and no matter how much one side is willing to compromise later, there is no chance of recovery.
While it might not seem the case to employees, at least decent companies are making compromises too, or at least, thinking through the cost of not compromising. For instance, while a more tenured employee might complain about a new process change, someone coming in fresh to the company would learn the new process without a fuss, because they won't know different - it is just the way it has always been for them. A company will generally try to support their employee base through changes (with various degrees of success), knowing that for some at least, they will not adapt well. And like a relationship, one or the other side tends to walk away.
In an enablement role, it is my responsibility to help people to employee the behaviors that will help them succeed or, need to be changed for whatever organizational reason. This isn't always easy, because people look short and tend to react to their emotional response of negativity, because they are being forced to change. Often though, it doesn't even matter if they know it is in their own best interest to change,
they don't want to.
It is really only when they get the results of change that they accept it, which sets up potential a catch-22 situation - Change is needed to benefit, but people won't change until they are benefiting. But, when they have let it go so far that they are failing, they will then demand support to help them succeed, but it might be too late, the opportunity has passed, the marker for course correction far behind.
Personally, I want what is best for people, but it doesn't mean that people should get what they want, because often, they don't know what is best for themselves. My friend was saying how strange it is that upon some recent reflection, he has a lot of trouble knowing what he wants in life, which has also made him question if he really knows what he needs to be his best. Our intuition tells us something, but that is based on our experience, which means it is going to favor what we know, not what we need. He is a colleague of mine and I work with his part of the organization, and now he is far more open to introducing some new processes.
Open to compromise.
It is in his best interest to do so.
But when change is forced upon us, unless we have the awareness to understand the implications and potential for those changes, we are going to likely resist them and be slow to uptake - even though they might be the best thing for us, to help us be our best.
And being our best, is good for any role in life we have. Paid or not.
Some people can help us.
Some people can't help it.
Taraz
[ Gen1: Hive ]
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"Other duties as assigned". Story of your life when you are an at-will employee.
There are times it is necessary - but for those that are the highest performers, there tends to be a lot of leeway. I just do what I am told ;)
I do what I am told within reason. There are times when I have to firmly say no.
Of course. Of late, I have been saying no too, though it isn't because I am forced to do things, but that I have been taking on too much overall, as there is always more I feel I could be doing. My supervisor has been trying to get me to do a little less in some areas. :D
That makes sense. I typically am saying no because I can see requirements or outcomes that the person didn't realize. I imagine it is probably frustrating for people, but if they could see the bigger picture they would understand.
This is often the case and it can be a long time before they come back and say, "I see now!"
Most of the time they never come back... 😃 Maybe it is my delivery.
Accepting changes or making changes in your life is not easy.
Yesterday, I read an article about someone who has been trying to teach his parents how to make use of bank transfer but they still prefer to go to the bank which is fourth five minutes away from them to make transactions.
Adapting to changes may be quite difficult to people.
I personally prefer to talk to humans than use digital - but it isn't possible with a lot these days and convenience is a killer. It is also why they can make record profits, whilst delivering less.
Sometimes when you look at one single event/point of view, the whole vision becomes narrow. All the environmental factors are somehow building our perception, trying to get our focus and narrow our vision to some direction that 'they' (other than us) want.
As my boss use to say, if you do not have a clear plan, somebody else will plan your life for you.
And I think there are currently also a lot of other pressures on top affecting people. They are looking for stability to cope with the volatility of the general conditions - but work isn't the place for that generally.
If you have a wife, your life will be planned for you.
There is no sure job anymore, following our grandparent's model to find a job and work until you retire.
On the other matter, I am the one taking all the decisions. The wife is only gently nudging me in the right direction if my decision is not the right one. Ha ha!
Job security is definitely gone, as is commitment from most employees to even spend two years in a role.
:D :D
You can lead a horse to water, but...
People are naturally resistant to change. It doesn't mean they can't though. It just requires more effort, pushing them along, prodding them, forcing them, until it gets done.
Change comes with risk - There is a "better the devil you know" issue, as well as people identify with what they do, as if that is who they are. Just imagine if we had to stay "who we are" from the age of ten...
It is not easy. Accepting change and modifying the way you are used to do the work is the toughest job ever. Someone asking for the change and deciding on the process has the bird's eye view of the long term goals.
In this case there are two possibilities.
One- the enabler did not do a good job in explaining the long term benefits and outlining the simple steps to make that leap of faith for employees.
Two- Employees did not like to learn new tricks as they were comfortable to keep doing what they have learnt in the past resisting any change.
There could be the third possibility which is a mix of the above two situations.
Yes. One of the interesting things lately has been people seeking out some additional help on the side, asking for a bit of advice or something, once other people aren't around.
It is generally two, unless the enabler is not a very good enabler ;)
When I read the word "enablement" I thought, "that sounds therapeutic." The word implies a weakness, and is vaguely judgemental, at least to me. Is that your actual job title? I'm interested to learn what kind of changes, specifically, you instruct people to make. Behavioral you say. What does that mean? Because many behavioral changes are nearly impossible to make at all, even for the most able among us. So I guess I take issue with the word enablement.
Yes, it is in my job title :)
It isn't like coaching if that is what you mean. This is more about enabling the usage of processes and building personal processes that facilitate their role. For example, building a systematic approach to prospecting and applying it consistently. There are a group of tasks, but also a cluster of behaviors to get the tasks done. It could be as simple as adding specific blockers into a calendar with intentional steps to be carried out, rather than leaving it up to "memory". Or, it might be how to use a sales strategy effectively in different scenarios, or alter vocabulary for different audiences. It is about helping people become more intentional with their actions.
Hm. That sounds non-threatening enough. I think I would welcome the guidance, and having someone hold me accountable, but I suppose others might not care for it. I have good executive functioning skills though, and a pride in doing things efficiently drummed into me in the restaurant business.
I think they appreciate it in the end, but it might feel strange to begin with, as these people are professionals and are experienced. However, we all have areas of opportunity and no one can be strong in all of the role - so getting some support can allow them far more time and energy to focus where they enjoy - but they don't realize it straight away.
That could be because of your job title. It's a bit condescending! How about Task Tweeker? Just kidding of course, but the word implies ineptitude. You describe employees who are very capable and probably think of themselves as such.
Condescending?
Nah, it is a normal role these days in many companies.
But imagine saying "I'm a Tweaker" :D
Most companies in the past would for example release a new tool or process and tell people "here it is, use it". People complain about it. Enablement is the process of helping them learn, use and effectively apply it to their role, easing the change and building Best Practices so it doesn't slow them down. It is like having a pit crew change tires for a race car.
Dreams without goals or objectives in the short and medium term are simply dreams. Change is sometimes just and necessary depending on the adversities and also the opportunities that we find on our way, but the important thing is not to change the goal.
Change is the only constant, right? So acting as if that we can't change, demonstrates our growing uselessness.
Sometimes change is hard and we have no idea how that would go. Like most of the time life works as if we have no choice and then suddenly change is forced for even more worst things. So that kind of put us in the downward motion. I know a lot of people who suffered like this. It's going to be fun when robots start taking jobs, that would be worst case scenario even more than ChatGPT like AI taking desk jobs. Change is coming indeed!
I was reading an article of people on reddit or something being angry after finding out the porn pics they have been buying, was from an AI character :D
Do you find people learn from those experiences where their refusal to move/change cost them and they're more willing to consider being less stuck in their ways in the future or is it always someone else's fault/no one could have seen it coming/anyone that did see it coming were just lucky that it randomly by stupid dumb luck happened to work out that way? :D
It depends a bit. Often we fall back into the habit of whatever new thing is benefiting us or, forgetting the cost of not changing in the past. However, if we have people who remind us of our mistakes, it can help us remember those costs. For example, I have a wife.
LoL XD
I suppose if we're the type that's prone to conveniently forget about the time that we failed trying the exact same thing we're about to try now hoping for a somehow different result because we're somehow "better" and "more educated" then someone needs to remind us? XD
I will take the right to tag you because I would like your perspective on that topic.Some people can make it but they simply do not want. I am publishing in the coming days in #reflections a post I prepared about why people are or aren't motivated in what they do. And like you say, it's a matter of "how ready we are to change" and how much we really want to evolve
I think the concept of personal evolution is important. How come we want to "grow up" when we are children, but not more when we are adults? Why do we limit it so much?
Changes are bound to happen and it's kind of crazy how bloated a lot of companies are. I think the recession and the economy being in a shithole has finally allowed a lot of those companies a chance to cut off all that bloat. Technology has made some of those earlier positions not as useful and they haven't adapted that well.
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The downturns are the chance to get rid of the bottom layer of performers. They hire when times are good, trip when not. If they trimmed when times were good, they would get bad press. Now, it is "expected".
I observed that as life goes and we start gathering too many years, change is harder to embrace. That or I have become lazier 😁
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Lazier! And it gets harder. I think it is partly because the longer we do the same thing, the more it feels like it is part of us, even if not true.
I think, after a certain working years, some employees think that change might cause trouble both in the way they work and the company is run.
Do we need new adventures at work after 40s or 50s while focused on retirement life?
Maybe not new adventures, but if not adding value to the company in a relevant manner (industries and markets change), why would a company keep them?
For ordinary tasks :)
When I want to slow down the speed of life and leave only the minimum of things that interest me. I remember the verse of Omar Khayyam:
I tend to pick up a camera and go for a walk :)
I finally found out when the first time machine was invented :)
:)
It really is a great way to recharge and the quality of the camera doesn't matter that much, just the experience of looking for something to take a picture of is enough :)
I think it all goes back to a fixed vs growth mindset, and we both know the clear winner here.
When I was a teacher, my peers would also complain endlessly about all the observations and walk thrus performed in their classrooms, and how they felt like they had to be on their best behavior when they were in the room to avoid comments and criticisms.
I NEVER understood this logic - so you are pretending to do things in a different way to avoid getting comments from the observer?! No way, never me. I also taught and behaved exactly like I would when they weren't there. I wanted the feedback. I wanted to know how I could improve to be a better teacher for my students. I recognized I didn't know everything about teaching and was open to change if it meant doing things better, smarter, and more efficiently for my students.
Of course the caveat is that the observer has to know what they're talking about from their proficiency and experience, which wasn't always the case, but I'd still give the benefit of the doubt to anyone with more experience than myself to at least give their comments a shot. And from what it sounds like, you also have the right experience to provide strong, actionable feedback to improve your workforce.
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wanker.