Global Services Blog

Three leaders distill their jobs down to the most essential component.

There are so many facets of leadership that it is easy to become overwhelmed by expectations. At times, it appears the role of a leader requires practitioners to be all things to all people. But what if instead of trying to broaden your leadership horizons, you focused on deepening a single aspect? What characteristics would you choose and why?

The question was put to three prominent financial services leaders during an MDRT Global Services webcast. Here’s what they had to say:

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These two forms of career development are similar, but have important differences.

There is a lot of overlap between coaching and mentoring. Both terms describe the process of passing knowledge between experts and learners. But the nature of the knowledge, as well as the relationship between the participants differ greatly. Below is a chart that lays out the major distinctions.

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Embrace dissent rather than trying to bulldoze it.

Once resistance to change appears, consider it a sign that your change management strategies are working. People are grappling with the new systems you want to implement. Don’t blame team members for not being fully committed at the onset. Instead, encourage them to share their concerns. The best way to overcome resistance is by acknowledging and engaging with it.

When resistance to change occurs, follow these three steps suggested by Harvard ManageMentor.

1. Uncover what is driving the resistance.

Have conversations with the resisters. Chances are their perspectives reflect more widespread concerns among the team at large. Determine what the key problems with the change are. The root causes might be concern about the workload, fear of job loss or just a natural inclination to keep things the way they are. Only by talking directly about the nature of the resistance will you know for sure.

2. Address concerns.

A good deal of resistance can be resolved through communication, particularly if your relationships with team members are strong. Keep in mind that some resistance might be more passive than active. People might agree that your plan has merit, but they don’t accept that the problem requires a solution, or they don’t see the solution as feasible. Limit this type of resistance by explaining clearly what the problem is, why it needs to be addressed now and what the roadmap is to reach your solution.

You may find some resistance based on unconsidered factors related to the change management plan. In such cases, it would be beneficial to listen and reform the plan based on new analysis. Above all, approach resisters with a committed but open mind.

3. Draft resisters into change management plans.

People are more likely to stop resisting if they have ownership over a project. Few employees want to perform the same repetitive tasks until they retire. Ask resisters about their visions for their workload to see if there is a way to align their goals with the change management roadmap. Or ask them to study the specific problem that necessitates change and present their own solutions, which can later be folded into the roadmap. It helps if you are also open to making adjustments, provided they are strategically sound.

For more coaching resources, including earning a coaching certification by Harvard ManageMentor, log in to the MDRT Global Services website at mdrtgs.org.

What an occupational clinical psychologist tells her clients.

There is a growing recognition of the emotional labor performed by workers in many fields, and leaders and managers are no exception. These prominent positions often involve strained relationships and high-pressure situations, and at times can be a source of frustration, anxiety and even guilt. Yet, people who lead others are expected to wear a brave face despite what they may be feeling.

Not only is it impossible to outrun negative emotions, it’s harmful. According to chartered occupational psychologist Naomi de Barra, the best strategy to address negative emotions is to notice them.

“That’s what our brain wants to do. It wants to process stuff,” de Barra said. “There is a reason that we feel these thoughts. Our brain is telling us something. It is sending us a signal. It’s asking us to do something about the reason why we feel sad, scared or angry.”

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