A Leadership Guide To Managing Change
A Leadership Guide To Managing Change
7 Ways to help people transition through change
1. Work out who’s going to be in transition because of this change and how this will affect them individually and as a group.
2. Provide as much information to employees as is reasonably and prudently possible. There are no information vacuums in times of change. The best way to control the grapevine is to provide consistent, frequent and reliable information. Discuss the positives and negatives of change as well as the rationale for change. Over communicate rather than under-communicate.
3. Manage and capitalise on the Separation, Crisis and Rebirth Stages. Build in ways to help people let go of the past.
• Legitimise concerns.
• Explain the process. Giving people tools to explain their behaviour can “unblock” the process.
• Stay calm and professional.
• Allow space for venting feelings.
• Be firm with regards the basic position but flexible with inconsequential items.
• Focus on long term benefits.
• Show concern for staff.
• Encourage staff discussions of change and their reactions to it.
• Allow time for person and collective stocktaking.
• Work to re-establish control, understanding, support and purpose of staff. People need some control somewhere – help them create areas of control. They need to understand the change and their reactions to it – work to help them increase their understanding, set up and improve a support system, have a sense of personal purpose.
• Focus on quick successes and small wins.
• Encourage your team to let go of the old.
• Praise positive behaviour.
• Generate involvement in the solution by engaging your team in the problem solving process.
4. Allow symbolic endings – (eg: farewell parties). Let employees sum up their past. It helps them to let it go.
5. Facilitate the beginning of the new. Clearly articulate the new behaviour and attitudes that the changes are going to require – don’t be abstract, be specific. What people need to know is:
What’s the attitude? What’s the behaviour? Tell me how I am supposed to be handling this?
6. Reduce, to the extent you can, the number of changes that you are dealing with at the one time.
7. Manage your own transition – actively seek information about your own losses, accept that you will also go through a period of mourning. Take time alone to think and imagine. Vent only with your family or other managers in private.
A Leadership Guide To Managing Change - To learn more about this author, visit Ingrid Cliff's Website.
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Leaders play a key role in managing change. Effective managers help find and crystalise future direction, set expectations for behaviour and performance and priorities, walk the talk and influence the direction of future systems and procedures.
7 Ways to help people transition through change
1. Work out who’s going to be in transition because of this change and how this will affect them individually and as a group.
2. Provide as much information to employees as is reasonably and prudently possible. There are no information vacuums in times of change. The best way to control the grapevine is to provide consistent, frequent and reliable information. Discuss the positives and negatives of change as well as the rationale for change. Over communicate rather than under-communicate.
3. Manage and capitalise on the Separation, Crisis and Rebirth Stages. Build in ways to help people let go of the past.
• Legitimise concerns.
• Explain the process. Giving people tools to explain their behaviour can “unblock” the process.
• Stay calm and professional.
• Allow space for venting feelings.
• Be firm with regards the basic position but flexible with inconsequential items.
• Focus on long term benefits.
• Show concern for staff.
• Encourage staff discussions of change and their reactions to it.
• Allow time for person and collective stocktaking.
• Work to re-establish control, understanding, support and purpose of staff. People need some control somewhere – help them create areas of control. They need to understand the change and their reactions to it – work to help them increase their understanding, set up and improve a support system, have a sense of personal purpose.
• Focus on quick successes and small wins.
• Encourage your team to let go of the old.
• Praise positive behaviour.
• Generate involvement in the solution by engaging your team in the problem solving process.
4. Allow symbolic endings – (eg: farewell parties). Let employees sum up their past. It helps them to let it go.
5. Facilitate the beginning of the new. Clearly articulate the new behaviour and attitudes that the changes are going to require – don’t be abstract, be specific. What people need to know is:
What’s the attitude? What’s the behaviour? Tell me how I am supposed to be handling this?
6. Reduce, to the extent you can, the number of changes that you are dealing with at the one time.
7. Manage your own transition – actively seek information about your own losses, accept that you will also go through a period of mourning. Take time alone to think and imagine. Vent only with your family or other managers in private.
A Leadership Guide To Managing Change - To learn more about this author, visit Ingrid Cliff's Website.
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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