Managing Change
Managing Change
Particularly when you have a well established team and then suddenly someone decides to leave!!
Does this sound familiar? Indeed for leaders and managers in the fast paced business world these days change is about the only thing you can count on. However in order to get ahead in business and indeed in life you must learn to deal with and make the most of change.
Resistance to change - part of being human!
Good managers will manage the structural aspects of change. Leaders on the other hand will focus on the people aspects. Great leaders are great coaches - and coaching is always required when helping people manage change.
So why is it that sometimes change fails? Mark Sanborn, a leadership speaker and author explains that the structural aspects of change are usually not where challenges arise. Sanborn says there are a number of common reasons why organisational change fails:
• False starts - When change is hastily implemented and with insufficient commitment. This is an absolute leadership credibility killer.
• Making Change an Option - When leadership commits to a change then it no longer becomes an option. Whenever people have the option not to change, they won't!
• Focus only on Results - Organisations tend to fail miserably when they downplay or overlook the human pain of change. The lack of sensitivity to people's feelings will not only cause change to fail but will destroy trust, morale and loyalty in the process.
• Not involving those who will implement the change - Resentment arises when change is announced with little or no notice or planning. Those involved need to be part of the plan and all of the implementation. This step requires good coaching from the leader.
• Delegation to Outsiders - Whilst coaches and advisors often add ideas, inspiration and accountability, they are not the leaders! Those inside the organisation must accept responsibility for change - and the tough decisions that arise from change!
• Rewards and recognition don't change - If rewards still reflect the old ways then nothing will change. Rewards and recognition should be consistent with new behaviour as a result of a new direction.
• Leaders don't Walk the Talk - For change to occur there must be 100% buy-in. Change will falter when the leadership does not demonstrate the same commitment they expect from others.
• No Follow Through - The best planning is worthless unless implemented, measured, monitored and carried out. Responsibility must be clearly defined for ensuring that plans for change are timely, comprehensive and ensures involvement from all team members.
Managing change always requires a plan. The expression "When everything is important then nothing is important!" applies in the process of managing change, particularly with coaching and helping people through change. Managing change is fraught with frustration, distractions and 'smoke screens'.
The keys to success through leadership in managing change are clarity of vision, decisive actions, complete involvement and plenty of 'time outs' to review and reward progress.
Managing Change - To learn more about this author, visit Geoff Flemming's Website.
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If there is one thing that is constant these days in life and that is change - and the ever increasing rate of change! Just when you perfect a process, establish yourself in a new market, or you get your job down to a fine art, suddenly the market shifts or there is a need to restructure.
Particularly when you have a well established team and then suddenly someone decides to leave!!
Does this sound familiar? Indeed for leaders and managers in the fast paced business world these days change is about the only thing you can count on. However in order to get ahead in business and indeed in life you must learn to deal with and make the most of change.
Resistance to change - part of being human!
Good managers will manage the structural aspects of change. Leaders on the other hand will focus on the people aspects. Great leaders are great coaches - and coaching is always required when helping people manage change.
So why is it that sometimes change fails? Mark Sanborn, a leadership speaker and author explains that the structural aspects of change are usually not where challenges arise. Sanborn says there are a number of common reasons why organisational change fails:
• False starts - When change is hastily implemented and with insufficient commitment. This is an absolute leadership credibility killer.
• Making Change an Option - When leadership commits to a change then it no longer becomes an option. Whenever people have the option not to change, they won't!
• Focus only on Results - Organisations tend to fail miserably when they downplay or overlook the human pain of change. The lack of sensitivity to people's feelings will not only cause change to fail but will destroy trust, morale and loyalty in the process.
• Not involving those who will implement the change - Resentment arises when change is announced with little or no notice or planning. Those involved need to be part of the plan and all of the implementation. This step requires good coaching from the leader.
• Delegation to Outsiders - Whilst coaches and advisors often add ideas, inspiration and accountability, they are not the leaders! Those inside the organisation must accept responsibility for change - and the tough decisions that arise from change!
• Rewards and recognition don't change - If rewards still reflect the old ways then nothing will change. Rewards and recognition should be consistent with new behaviour as a result of a new direction.
• Leaders don't Walk the Talk - For change to occur there must be 100% buy-in. Change will falter when the leadership does not demonstrate the same commitment they expect from others.
• No Follow Through - The best planning is worthless unless implemented, measured, monitored and carried out. Responsibility must be clearly defined for ensuring that plans for change are timely, comprehensive and ensures involvement from all team members.
Managing change always requires a plan. The expression "When everything is important then nothing is important!" applies in the process of managing change, particularly with coaching and helping people through change. Managing change is fraught with frustration, distractions and 'smoke screens'.
The keys to success through leadership in managing change are clarity of vision, decisive actions, complete involvement and plenty of 'time outs' to review and reward progress.
Managing Change - To learn more about this author, visit Geoff Flemming's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith'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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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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