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www.globalchange.com How to double your productivity as a leader. Leadership development, output, efficiency and team effectiveness. How to make things happen. Secrets of change management. Leadership styles. The 80 20 rule or 80 rule. How small things have huge impact. Focus effort, cut least productive things. Leaders waste huge efforts, money and time doing things with little impact. Examples of 80:20 rule in leadership development. Leadership training video. Management training video. How to save costs and improve bottom line profit, shareholder value and return on equity. Why productivity gains really matter and how to achieve greater efficiency. Secrets of leadership success. Video by keynote conference speaker Dr Patrick Dixon, Futurist and author of 12 books on global trends including Futurewise and Building a Better Business. Leadership, styles, productivity, success, change management, team impact, efficiency, cost reduction, profitability, business success, leaders, focus, customer, productivity, Patrick dixon

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The most effective way to sustain change is by repeating it from successful experiences. Successful Black Belt and Green Belt projects will help drive change in the company’s culture.

Change is not an overnight process. It happens when you drive results through Six Sigma projects. When the Six Sigma project shows results, everyone involved in the project or related to the project will realize Six Sigma as a disciplined problem-solving technique which is data driven in decision making. When you start experiencing the results, the change culture becomes a part of your life and you do not give it up until you achieve expected results.

However, the starting point of Six Sigma change implementation cycle is what is difficult. Six Sigma change process is a closed cycle. It involves experience results, culture change and change behavior.

Change Behavior

Changing behavior is the starting point of the cycle. You can decide to do things differently. It is not easy to do so, but if you decide and are resolute about going ahead with it, it is very much possible.

Equally necessary is the efforts= to sustain the change. When results are produced reasonably fast it drives a culture change. This culture change will be of a permanent nature.

Culture Change

The power of Six Sigma to create a culture of continuous improvement lies in changing the way work gets done by changing processes and educating people to understand the new process and solving problems with its help. In Six Sigma culture, the knowledge of processes and improvements is spread throughout the organization.

Companies who have succeeded in creating this Six Sigma culture also have leaders with Six Sigma experience.

Experience Results

To realize culture change, you need to experience the results. A positive experience is one where you have delivered results. Through the experiences of positive results, you will be able to start this cycle of change. The leaders with Six Sigma background have first hand experience in applying Six Sigma to problem areas effectively.

They are aware of the complex issues that may arise and the ways to handle them systematically and practically. They lead by example and motivate by influence and not by persuasion. They are aware of ambiguities of the project. They have the art of taking along people on the journey to change even when the path is not clear.

They know how to manage conflicts among the stakeholders, and are good communicators of changes and improvements in the projects. They are able to communicate them to the people concerned – team members and business leaders.

After being involved in the Six Sigma projects, these leaders – mostly Black Belts – assume line management assignments. Being involved with Six Sigma, they have a different viewpoint of the problems. This is cultural change. Leaders are the bearer of the cultural change in the organization. They lead their teams and the organization to change for the better. They can take efforts to sustain change that they have brought out in the process and the organization.

It may be difficult to get the cycle of change rolling. But once it is in motion sustaining it becomes easier. Six Sigma has the energy to build this motion or culture and keep it going.

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From a very young age we are taught to label our experiences as either good or bad.  If a situation made us feel stressed we labelled it as bad. If it made us feel happy and cheerful we labelled it as good. This article focuses on one important stress management tool that of being mindful of the label we place on people and situations.

Labelling our experiences as either good or bad sets up a mindset of polarity thinking. This means that we think in opposites: black and white; right and wrong; happy or sad; positive and negative. The problem with this kind of thinking is that it only gives us two choices in which to think about a situation. It’s either one or the other. There is no grey and because we so often default to thinking negatively the chances are we will, more often than not, choose the bad label. In doing so, we sabotage our stress management ability.

We never really know when something is a good thing or a bad thing. Can you know for certain which of your experiences will be good or bad upfront? How often have you labelled an experience as bad and it turned out to be favourable in the end?

We rarely know how things will turn out and by preemptively labelling something we take the risk of either becoming stressed for no reason or being disappointed down the track. Our stress management takes another knock.

When you label something as bad, your focus and attention is directed to all the negative aspects of the situation and your outlook becomes bleak. The same goes for your emotions and the creation of stress. The irony of labelling something as bad is that you may cause the outcome of the situation to be negative by focusing your attention on creating that scenario. If you take a more unbiased view of your situation by refusing to label it you become objective and reduce the possibility of derailing your stress management opportunity.

To help ensure that your stress management is on the right track you need to change the labels you give your experiences. Stay away from labelling things as good or bad and try using different terminology, such as interesting, unique challenging, exciting, different, transforming, etc.

Putting your stress management technique it into practise

Take a moment to think about a situation you’re in right now that is causing you to feel stressed.

Step 1: Check to see if you have placed any labels on it. Are you calling the situation bad, stressful, hopeless, irritating, depressing, frustrating, etc?

Step 2: Once you have identified the label recognise that it is responsible for the way you are feeling.

Step 3: Change the label. Think of terminology you can use to describe the situation in a more positive way. Choose the label that best describes the way you would like to feel about the situation.

Step 4: Talk about the situation using the new label.

Step 5: Check your levels of stress.

What a wonderful way of looking at the world and what a powerful technique that will enhance your stress management success.

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