Nextpert: Snow tubing teaches leadership in all conditions

Beth Sears,
Beth Sears

During a holiday visit with our son from Virginia, fifteen of us ventured to Glacier Ridge Snow Tubing in Spencerport for an afternoon of fun. At the end of our day, I reflected how much our experience mirrors instituting organizational change. Resistance to change is entrenched in most companies, and makes change difficult. Many of the things causing resistance is the mindset of those participating, as well as the communication processes which aren’t much different than our experience snow tubing. Let’s take a look at some of the similarities.   

When first considering snow tubing the first thing to come to mind were conditions. There wasn’t a lot of snow, so we thought the timing might not work. Too often leaders ask, “Is it the right time or are the conditions right to start a process?” When leaders wait for a perfect time it may never occur, then things stay status quo. The key is to gather information on the current conditions to determine whether timing is appropriate. When we called the Glacier Ridge, they ensured us they make their own snow and our timing was good. 

Snow blows around the Hoover Road snowman in Irondequoit.

Upon arrival, a process was in place to prepare us, with questions about experience as well as a safety video to explain the experience. Organizational change should start with identifying the current knowledge and communication to help employees understand what will take place. This will help to eliminate fear associated with the change process. People will have concerns, and questions about how the change will affect them and what’s in it for them to change. The leaders need to share information clearly to help employees understand why a change is taking place. In the absence of truthful communication, people will fill in the gaps with rumors.

The owners of Glacier Ridge were very upbeat and told us we would do well and have a great time. In the same vein, leaders need to become the cheer leaders for the change initiative. Employees are more motivated to change if their leaders can give them encouragement and inspiration. The people also need the tools and skills to do the job. After our instructions, we were given clear communication about how to proceed to get our tubes and where to head.

Along the way, there were employees who helped us every step of the way. Although organizational change needs to be driven from the top, there needs to be individuals encouraging and communicating about the process along the way, and many change processes fail when supervisors are not included in the process. Communication about status also needs to be ongoing.

Even with all of the support, I would be remiss if I did not discuss my hesitancy at my first glance down the hill. The key was not going it alone as they linked my tube along with others family members. It was also tough getting everyone going in the same direction. Once started, however, the exhilaration of the ride was breathtaking, making our second ride much easier. Organizational change is successful when leaders plan the change and do not rush through the initial steps. Communication about the future state also needs to be ongoing to ensure everyone is going in the same direction, and knows their role.

It was not long before the sun melted the snow at the bottom causing muddy conditions at the end of the ride. This, too, reflects the change process as things often get muddy along the way. It is like chemotherapy, things get worse before they get better, but with a clear direction, communication, and everyone knowing what they need to do, the ride can be exhilarating. 

This Week’s Nextpert

Beth Sears, Ph.D., Workplace Communication Inc., you can contact her at www.workplacecomm.com or beth@workplacecomm.com.

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