Change is a lot like going from Oz to Kansas.

On one hand, it’s as uncomplicated as closing your eyes, clicking the heels of your ruby slippers and willing yourself from one place to another.  Individuals and organizations have the ability to make change that simple—an uncomplicated choice, a straightforward decision, a path taken with no looking back.  And like Dorothy learns at the end of the movie, we always have the potential to instantly go home.

On the other hand, most of us need to follow a Yellow Brick Road.  Yellow Brick Roads provide clear paths, somewhere to place our attention, and the constants during times of turmoil when monkeys are flying toward us in attack.  We may not always stay on the path, in fact it may not even be needed to get to our destination, but it is there to provide a unifying sense of direction and purpose.  Even if it is not exactly the way home, it prompts the action required for us to achieve our objective.

In any successful change campaign, change leaders must present a clear, straightforward step that employees can take to help them move toward the destination.  Even if more complex action is required at some point in the future, a well-defined first step or two provides welcome reassurance.

After landing in a strange land where nothing looked familiar, Dorothy was quickly comforted to know that the Yellow Brick Road would lead her to someone who could get her home.  She had no idea of the challenges that she would find on the road ahead, but the road itself provided the comfort needed to get moving.

Resistance to change, much like the flying monkeys, is always lurking somewhere in the shadows waiting to wreak havoc on your efforts.  Even when employees buy into your change vision, they quickly develop cynicism, or resistance, if they don’t know how you plan to achieve the vision.  By showing them the first few bricks, you start them down the path required to move forward.  More importantly, once you have them focused and moving, they start to define the subsequent steps and can help identify additional requirements needed to achieve the goal.

Those first few steps are critical to get employees engaged.

George, the director of a government agency’s maintenance and utilities function, was trying in earnest to improve the operational effectiveness of his organization knowing that many jobs were at risk to outside contractors.  The organization’s labor costs had increased, and the agency they served was less satisfied with the quality of work and the time it took to complete projects.

George and his deputies knew that they were going to have to change the managerial and employee culture from a “government mindset” to a “business mindset.”  So, they started peppering their daily conversations with this message.  They would say things like “We have to start thinking like business people,” or “What are you doing to become more efficient?”

The response of the organization was a universal, “Huh?!”  Employees understood the objective—and they wanted to save their jobs—but they had operated a certain way for so long that they didn’t know how to get from Point A to Point B.  George was communicating, “We want to go home,” but he wasn’t showing employees the Yellow Brick Road that would lead them there.

When he and his leadership team pointed out the first few bricks, however, his organization got fully engaged.  One brick was to start measuring aspects of their performance, such as the cost per job or the days to completion.  Another brick was to provide outside benchmarks of cost and quality.  And the final brick was to “give permission” for employees to work outside the guidelines of policies and procedures if they could show it would lead to higher quality and better service.

Once those steps were identified and taken, employees at all levels found their brains, hearts and courage and skipped happily down the Yellow Brick Road toward Oz.

Happy Monday!  I thought I would start the week with something fun.  It’s an innovative video from OK Go, an alternative rock band with a reputation for making catchy, viral videos.  The band’s video for “Here It Goes Again” won a Grammy Award for “Best Short-Form Music Video” in 2007, and features the band members dancing around on treadmills.  This song, “This Too Shall Pass,” captures a combination of emotion that should seem familiar to any change manager:  resigned to the inevitable, reluctantly optimistic, resistant (this too shall pass) and focused on moving forward.  Enjoy . . .

You know you can’t keep lettin’ it get you down
And you can’t keep draggin’ that dead weight around.
If there ain’t all that much to lug around,
Better run like hell when you hit the ground.

When the morning comes.
When the morning comes.

You can’t stop these kids from dancin’.
Why would you want to?
Especially when you’re already gettin’ yours.
‘Cause if your mind don’t move and your knees don’t bend,
well don’t go blamin’ the kids again.

When the morning comes.
When the morning comes.

Let it go, this too shall pass.

The new reality show Undercover Boss from CBS should be required viewing for every corporate executive and everyone who aspires to be one.  It follows CEO’s as they slip anonymously into the rank and file of their companies.  While working alongside their employees, they see the effects their decisions have on others, where the problems lie within their organization and they get an up-close look at both the good and the bad of work life in their organizations.

This show demonstrates the power of listening and the deeper understanding that comes from seeing a situation from the eyes of others. Years ago, Hewlett Packard introduced the concept of MBWA, Management By Walking Around.  This show takes the concept one step further and introduces MBDTJ, Management By Doing the Job.

Larry O’Donnell, President and COO of Waste Management, found the experiences painful and eye opening.  He had no idea that the corporate office’s demand to increase productivity would result in an employee having to run to a time clock so she wouldn’t get docked twice her rate of pay.  He was shocked that a woman working on one of the garbage trucks has to “pee in a can” so she can meet her daily average of 300 homes a day.

As he said at the end of his episode, “In my role there are a lot of policies that I put out there and you all have to live with them.  I feel more of a connection with the folks that do the really hard jobs of this company.  I’m going to be a different manager because now I have a whole new appreciation of the impact of some of my decisions can have on you folks.”

In another episode, Dave Rife, one of the owners of White Castle, can’t keep up with the pace of a bun production line, and as a result, shuts it down causing waste of almost 5,000 buns. He talks about going into the role with a procedural mindset hoping to identify ways of making the operation better.  What surprised him was the way he connected with the people.

Both of those comments show a very real leadership challenge.  The demands of executive roles disconnect leaders from the reality of the organizations they lead.  They risk being disconnected from employees, disconnected from customers, and disconnected from the realities of daily work life.    That causes them to make decisions that are analytically incomplete because they lack a critical element of contextual understanding.

There really was something to the old school concepts of starting in the mail room and working your way to the top.  Even in family owned businesses, offspring worked summers on the front lines and in the bowels of the factory before they graduated from college and were given an piece of the business to lead.  You learned.  You cultivated an appreciation of the heart and soul of the business.  You developed empathy.

Empathy is a cognitive skill.  It starts to develop by age two at the emotional level when kids begin to feel empathy for another’s pain.  Later in childhood, kids develop the more cognitive aspect of empathy which involves the ability to understand that other people may have beliefs that are different from one’s own.  Just because empathy is a natural stage of cognitive development, however, doesn’t mean that it ever develops fully.  And this has a real impact on leading and managing.

A couple weeks ago David Brooks of the New York Times wrote a terrific Op-Ed piece called “The Power Elite.” He suggested that the meritocracy of our current world has made society fairer, but has created huge gaps in leadership capability.  The modern era emphasizes technical knowledge over contextual understanding, encourages excessive dog-eat-dog competitiveness, and creates huge chasms between social and professional classes.  He doesn’t suggest that we return to the days of white shoe elitism, but he does question whether the pendulum has swung too far in the other direction where our leaders lack the breadth of understanding required of their roles.

The lessons of Undercover Boss suggest that leaders can develop some of this insight when they actively listen to their organizations.

Unfortunately, the show becomes a narcissistic publicity stunt at the end when the executives provide grandiose offerings to their working class coworkers and stand on a stage spouting clichés that seem overly scripted and anything but heartfelt.  That’s likely the result of unimaginative network producers wanting a tidy conclusion.

The ending aside, the undercover experience is powerful.  Maybe if this became part of the regular routine for executives we would see higher levels of employee engagement, more innovation, real—not paper—gains to productivity, fewer layoffs, and best of all, leaders with the wisdom required to serve their organizations.