Since 2003, as President and Founder of Omega Z Advisors, LLC, Mike Lehr has worked as a change management specialist prepping and moving people through change. He accomplished this either as a contractor or as an organizer and leader of project teams. Mike has been
speaking publicly for over 40 years. He has trained and coached for over 25 years.
Since 2007, Mike has had an intense focus on helping firms implement new IT infrastructures and applications as well as developing IT talent. Mike spends much time raising IT to the human level.
Mike has blogged since 2010, writing over 500 original posts of over 150,000 words. It is an extensive reference tool. Mike is also the author of The Feminine Influence in Business a comprehensive book about integrating more intuitive approaches with classical ones to develop talent, influence and solve problems. < Read more about Mike Lehr >
We thank Mike for taking out time and be part of ‘Three Questions’ series. With Mike we will focus on managing self and how do we become better professional. I am sure you will enjoy reading Mike.
Product Mantra: Mike you have been in the business for over 20 years now, what makes
you believe that ‘influencing’ and ‘problem solving’ are key to achieve change as desired.
Mike Lehr: Very simply Abhay, we cannot do anything without being able to influence or solve problems. Influencing comes into play from leadership to IT introductions. Problem solving comes into play from talent assessment to product roll-outs. Change is no different.
How do we achieve change? That is a problem. It needs a solution. That requires problem solving skills.
Yes, we might know the solution immediately. It might not seem like a problem. Yet, it is. The problem could be that we are just going through the motions. We are thinking inside the box. Experience is a side of that box. That’s why laypersons often have innovative ideas outside of their experience. The man who solved the measuring of longitude was a watch maker, not an astronomer as were all the other experts of that time.
How do we bring about change? We need to influence people. We need to influence ourselves. Both require motivation. Even if others are solving the problem for you, you must motivate them even if it’s simply by paying them. That’s influence. Money is influence.
I challenge anyone to find a way to achieve change without influencing and problem solving.
Product Mantra: Investing in self is really important, what would be your advice to mid-level executives in this regard. What kind of learning, certification or training will help them prepare better for later part of their career?
Mike Lehr: Abhay, I have run training that people have found very valuable even though they learned nothing new. That is because I presented the same material in a way that motivated them to use it.
I often claim that people could be successful without learning one new thing if, and this is a big if, they would just apply 10% of what they learned but had never implemented.
Trainers make big bucks teaching people the same things that they learned but never implemented. Some people collect knowledge like they do tools, kitchen utensils or exercise equipment. It’s simple. Use what you already know. That’s the lesson.
Beyond that learn to be confident. Learn to believe in what you do know and can do. Confidence influences people even when nothing else might be there. Confidence is a tool. It is not a state of being.
People like confident people. Studies show this is true even if people do not know where that person is going. Confidence triggers the emotional need for security in all of us.
Product Mantra: Tell us something about your work on integrating more intuitive approaches with classical ones to develop talent, influence and solve problems.
Mike Lehr: In general, Abhay, integrating more intuitive approaches is about tapping people’s emotions to influence and solve problems. It is about changing how they see things, not changing the things they see.
For example, consider customer service. The classic approach sees the problem objectively. That means to improve customer service we teach ways to improve service. The focus is on service. We change the thing. That thing is service.
Now, I trained people to improve customer service without teaching them one thing to improve that service. Initially, when I say that I stump many people. That is because we do not consider people’s emotions, thoughts or behaviors regarding that service. The focus is on things (service) not people.
Even if we provide good service, there is no guarantee that people will notice it. My training focused on showing people how to ensure that customers noticed it. I didn’t have them change the service. I just taught them ways to change how customers saw the service.
For instance, studies show that when customers see a busy staff their assessment of service goes up even though none of that activity is about them. Conversely, when they see staff hanging around talking to one another, their assessment of service goes down even if nothing changed about the service they received.
In some ways, this is very similar to the way a branding, marketing or advertising campaigns change people’s impressions of products and services. The difference is that we apply these principles on an interpersonal level.
This can save tons of money. We don’t have to change things. We just change how people see things. In problem solving, this means we don’t solve the problem. We just change how we think, feel and react to it. That might mean we find that the problem isn’t really a problem.
When we integrate the two, we change things and change how people see things. This is even more powerful than either approach alone.
Mike Lehr on web:
- Follow Mike on twitter @ MikeLehrOZA
- Connect with Mike on Linkedin
- Omega Z Advisors
- Mike Lehr’s blog