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Five Principles of Effective Change Creation
| Guest post by: Dr. Rick Johnson |
Article Overview: As a leader you must implement change to create continuous improvement. It's a hands-on process. You can't lead from afar. A former colleague of mine used to always say; "It's easy to be brave from a distance." Arguably that may be one of the truest statements made when it comes to the instigation of change. Change is hard work. It requires process tools that are sensitive to your organizational culture.
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Five Principles of Effective Change Creation
As a leader you must implement change to create continuous improvement. It's a hands-on process. You can't lead from afar. A former colleague of mine used to always say; "It's easy to be brave from a distance." Arguably that may be one of the truest statements made when it comes to the instigation of change. Change is hard work. It requires process tools that are sensitive to your organizational culture. Consider these principles for managing change:
1. Employees throughout your organization generally have the talent and the ability to be successful at meeting new challenges to growth and profitability.
2. Employees understand change that is essential to achieve goals if those goals are clearly stated.
3. Employees gain increased respect for leaders that become the architects of change. This is especially true if the leader encourages and solicits input from the employees.
4. Leaders must systematically manage the change they create with fearless abandonment demonstrating a purposeful and disciplined approach that engages the entire organization through active participation in the success process.
5. Employee ownership of change, the vision - end game and the strategic initiatives is one ingredient that is absolutely essential to success.
Change Can Take on Many Forms
MACHIAVELLI wrote in the forward to "The Prince"
"There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this luke warmness arising partly from fear of their adversaries, who have the laws in their favor, and partly from the incredulity of mankind, who do not truly believe in anything new until they have actual experience of it."
Effective leaders know that creating and managing change starts with the human side of the equation. Behavioral change becomes a necessity for almost every success initiative employed. This often means more effective coaching, training, skill development, and accountability. Process improvement is often a platform that supports change in the organization. And last but not least, change becomes a meaningful part of organizational structure and culture. This often requires a realignment of reporting relationships and responsibilities. From an organizational culture perspective, change may demand adjustments to some managerial styles, values and even belief systems to some degree. This is often the most challenging aspect of managing change. The leader may find himself facing the old cliché - "If you can't change the manager --- change the manager."
The organizational culture itself must embody a commitment for taking ownership of the contingency plan and raising the performance expectations is a matter of fact and not chance.
Induced Change vs Autonomous Change
Most of the change that has been introduced must be induced change versus autonomous change. Autonomous change has a life of its own. It happens because of internal dynamics and follows its own course. It is not easily controlled as it forms its own dynamics. Induced change is calculated and planned. It can be controlled if buy in is generated through sincere communication and employee involvement. Each step along this path will be accompanied by distinct challenges. As questions arise, management must be prepared to answer openly and honestly. While the old culture is suspended, change can thrive under the right circumstances. It is the responsibility of the executive team to ensure that these circumstances exist. The primary ingredients that create the right circumstances include open honest communication, empowerment, risk taking, acknowledgment and reward.
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Article Tags: change leadership, continuous improvement, management, organizational culture
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About the Author: Dr. Rick Johnson RSS for Dr. Rick's articles - Visit Dr. Rick's website www.ceostrategist.com - Sign up to receive "The Howl" a free monthly newsletter that addresses real world industry issues. - Straight talk about today's issues. Rick Johnson, expert speaker, wholesale distribution's "Leadership Strategist", founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com. Dr. Rick Johnson has over 35 years of experience in distribution sales and operations. Rick�s career can be broken down by decades. The first ten years of his distribution career were spent with the largest steel-processing distributor in the world (Joseph T. Ryerson). The second ten years began with Rick starting his own processing distribution center from scratch. In the first year, sales reached $1 million dollars and had grown to $25 million in its tenth year when Rick sold the business to one of the major national chains. The third ten years of Rick�s career dealing with financially troubled Turn-A-Round companies. After completing ten years of TAR work, Rick decided a decade of acting like Darth Vader was enough and became a consultant to the Wholesale Distribution Industry in 1999. Rick received an MBA from Keller Graduate School in Chicago and a Bachelor's degree from Capital University, Columbus Ohio. He also served six years in the United States Air Force as a survival instructor. Rick completed his dissertation on Strategic Leadership and received his Ph.D. in 2005. Rick is frequently published in numerous magazines including a column in Supply House Times, with over 250 different articles published to date. He�s also a published author with eight books to his credit. Click here to visit Dr. Rick's website   Sales Woe is Me Your Role in Todays Economy is NOT to Increase Sales Success is Unattainable Without Documented Goals Accountability The Secret Ingredients for Execution Off the Cuff Eight Tips on Sales Process Management |
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Re: Spellcheck?
- [quote="TheAnonymousMan":2f894q6j]When discussing the majority of people I would definitely say that most people hit the "Change" or "Ignore" button without thinking too much about the correct spelling of a word. All bosses are concerned about is getting the report to the Directors meeting on time.[/quote:2f894q6j]
That probably depends on what the "majority" are trying to accomplish. I have word set to alert me about misspellings and grammatical problems, so I fix most as I go. But I also add names etc to the dictionary because I get tired of seeing the red and green squiggles when I know the info is right.
If you're only going to click "Change" or "Ignore" then why bother to take the time to use spell check????? Business people that I work for want the info compiled in a timely manner and they want it right - which is fine because that's the way I strive to do any project. Sending out a memo, letter, report etc with obvious spelling and grammatical mistakes makes the person and the company look bad as far as I'm concerned.
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