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Duck Tales

September/October 2004

The Pioneering Spirit

Our country is all about invention, imagination, and the pioneering spirit. Almost 400 hundred years ago, our ancestors set off for this unknown world - many of them apprehensive and cautious, but certain that they were heading toward something big. Two hundred years later, Americans began traveling West, armed with hope, imagination, and the conviction that a better life awaited them.

It wasn’t easy for either of these pioneers. They had to give up much of what was comfortable and familiar. They made sacrifices along the way—and once they reached their destination, they had to continue their hard work and perseverance. But all during their travels and toils, these courageous early Americans remained optimistic and passionate about their goals. They kept their eyes on the prize through the ups and downs.

As we at Henkel face one of the biggest changes in our company’s history, many of us will feel apprehensive and unsure. That’s natural. There will be ups and downs—just as there were for the courageous families who headed West in covered wagons across the dusty plains and through the Rockies and Sierras. And like those early pioneers, we know that we must forge ahead if we are to better ourselves and have new opportunities. So join me, Trust E. Duck, ® on a trip through this issue of Duck Tales, ™ dedicated to the pioneer in each of us.

Rising to the Challenge

One of the impediments to successful change is that the responsibility for implementing change typically rests on too few people. In other words, says a group of consultants, “The number of people at every level who make committed, imaginative contributions to organizational success is simply too small.” More people need to become more involved in the business and care about the company’s success. As companies come to this conclusion, they place a higher priority on getting every person to willingly rise to the challenge. According to the consultants, there are three factors necessary for revitalization:

Including employees in the change process. This doesn’t mean telling employees how to change; it means involving them in deciding what types of change must occur.
Leading differently. This requires that leaders trust employees to make the right decisions about change initiatives. Leaders must refrain from “coming to the rescue” with their own answers.
Instilling principles. If an organization wants to change the way its people think and act, then people must internalize certain principles that govern their behavior. While habits are carried out unconsciously, principles must be considered and performed consciously.

Change Begins With You

The best kind of change occurs when people are able to adapt and grow along with the organization. When employees see their leaders adapting to change, they are more likely to take it on willingly. Here are four ways to cultivate personal change:

Learn as you go. There’s nothing more stagnating than thoughts like, “That’s the way we’ve always done it.” Open yourself up to new viewpoints, listen to others’ opinions, and consider all feedback.
Be frank. Lay all the information on the table so people can make the right decisions. When people know the truth, they feel empowered and can work smarter and better.
Awaken your sleeping genius. Get “good enough” at basic skills you need, and then optimize your main talents and strengths. Recognize areas in which you don’t need to be a genius and let others take over. Awakening your true talents increases productivity, satisfaction, and joy.
Drop the roles that bind you. Some people cling to certain roles, like Victim (complaining), Villain (blaming), Hero (sacrificing) - or maybe even Duck (getting your feathers ruffled!). If you feel a flattening of energy or a sluggishness, you may be succumbing to one of these roles. Get real—be true to yourself and you will thrive despite the challenges!

A Winning Attitude

We can certainly increase our effectiveness at work by changing how we do things. Learning new skills and improving methods and processes are great ways to boost performance. But perhaps even more effective than changing behavior is changing attitude. Successful people tend to have a winning attitude. They live by these convictions:
I choose to succeed. Successful people believe in what they do because they choose to do it. When people do what they have to do, they are compliant; when they do what they want to do, they are committed. Consider the difference between teachers who have a “calling” to the profession and those who do it for a paycheck. Saying “I choose to succeed” means professionals have a sense of ownership and personal commitment.
I can succeed. Successful people believe in themselves. Where others see threats, those with a can-do attitude see opportunities. They feel in control of their fate and attribute their success to their own abilities, not to luck or chance. Such confidence leads successful people to take more risks.
I will succeed. Successful people believe success is a result of motivation and ability. They not only believe that they will succeed because of their own abilities, but they believe that their people will also succeed. Successful people exude optimism and confidence, which is contagious.
I have succeeded. Successful people see there past accomplishments as validations of their success. They believe they were instrumental in making positive change. Their bright view of the past leads to more optimism for the future and increases their chances for continued success.

The Good and Bad of Stress

There may be no way around stress, but some routes will take you to a healthier level of this age-old phenomenon. According to a study of managers and lower-ranking workers, a third of those surveyed said that they’re experiencing more stress than they were during the previous year.

According to the study, the work world can be divided into “good” and “bad” stress situations. In essence, good stress helps motivate workers and enhances performance, while bad stress undermines job performance. Good stress challenges workers through interesting projects and increased responsibilities and leads to results that employees value: recognition, improved skills, and higher salaries. Employees who are loyal and satisfied workers most often report this type of stress. On the other hand, bad stress involves issues such as bureaucracy, minimal job security, and stalled careers. This type of stress is more common among workers who are unhappy with their jobs.

While most workers are exposed to both types of stress throughout their careers, there are ways to avoid bad stress. Experts say that employees who are involved in other life roles, such as family, friendship, and volunteer work alleviate some of the effects of bad stress on their lives. Workers who focus on specific issues, rather than office politics and personalities, are better able to handle all types of stress. And those who keep their workloads under control find their jobs—and lives—less stressful.

Baby Steps

When conducting his “Big Things Happen” workshops, business author Don Gabor tries an experiment. He waits until all the workshop participants are seated and comfortable. Then he tells them to pick up their belongings and find another seat.

“You ought to hear the groans and see the nasty looks I get,” writes Gabor. Eventually, though, most people gather their belongings and begin to make the move. At that point, Gabor tells them, “Stop. You can stay where you are.” The workshop participants drop back into their seats, happy not to have to move. Gabor then asks the group what bothered them about having to move to a new seat. Some say they were already comfortable and settled in. Others say they liked their current seat because they liked being near the front where they had a good view.

Gabor gets most of them to admit that they could change seats if they had to. They also admit that it would be easier to move to a nearby seat rather than to a seat across the room. Then Gabor asks, “If making a little change causes you discomfort, how would a big change make you feel?” The audience usually laughs, getting the point that a big change can seem almost impossible. “Making big changes in our lives is scary and often difficult,” writes Gabor. The secret to achieving major change, he says, is to take many small, well-planned steps, instead of one giant leap, toward your goal.

Successful Change

Many of us are creatures of habit—we like predictability and consistency. That’s why change is never easy. Part of your job, as a leader, is to help people get through the transition with minimal discomfort. Here are some tips:

Respect the past. People are attached to the “old ways.” Respect the company’s history and refrain from any kind of criticism. People might take it personally. Rather than criticize the old ways, focus on the new methods and opportunities, being positive and optimistic.
Don’t lose sight of the “important stuff.” Keep your eye on what your company values—whether it’s service, quality, ethics, or all of these—and don’t let your high standards fall to the wayside while you focus on the new things. Involve others in defining the “important stuff,” ensuring that these standards remain intact, even when other things are changing.
Talk about change. Some things will never change. Your company, for example, will continue to make products and serve customers. What changes is how you do it. Help people delineate between what is changing and what is not.
Recognize that change is ongoing. Help employees see that there will never come a day when you can say, “This is our last change initiative.” Change is constant.