Change might take a lot of time, but one good leader should be enough to make it happen.
Important change demands good leadership
In times of change, a leader will be called upon to lead the change in the organisation. Others will wait for their leaders to tell them what to do. In many cases communications between the owners and managers and their people is poor.
People want answers. When there are no ready solutions they often blame others for leaving them in the dark. The best advice is to stop waiting and become a leader of your organisation’s changes.
If you sit around waiting, the wave of change may wash over and drown everyone involved. To stay afloat you must learn to manage change and everyone needs to learn how to cope with change.
Change is a two edged sword, it offers both uncertainty and opportunity. So, how you manage yourself and your organisation in times of change can have a big impact.
There is no strategy to effectively announce and implement the change, except selecting the first actions you will take. You should not be expected to manage the transition of individuals within the business, but you certainly need to support on their new journey.
When you announce at a meeting an impending change and ask, ‘Are there any questions? there is often dead silence as people grapple with the implications and impact on themselves. What’s on everyone’s minds might be, ‘Why are we making this change”? Fear of being branded as a negative person causes them to say nothing.
“Your business’s current situation is the result of the actions that have been taken, because of the way your people think and this was determined by ideas and knowledge they have acquired over the years”. Peter Sergeant
Managing change is not so much about overcoming resistance, It is more about your team accepting something different. You might be threatened by tough questions such as, “Why should we change”?. Is this the only solution”? Or, “we’re happy the way things are”.
When you ask your team how to initiate a change, the response can be quite different and quite positive. You are not asking them to ‘buy-in’ to a solution, you are empowering them to use their brainpower to come up with one.
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Do not go to a meeting about change having all the answers. Many times I have experienced the hard lesson that there are often better opinions out there that should be explored. Go to your people with questions and help them to discover the answers.
Give the scope for creativity and innovation, they will often come up with surprises that can take your business to new levels of performance.
It, therefore, stands to reason that:
If we change the ideas and knowledge inputs,
Then it will change the way everyone feels and thinks.
Which will change the action that you will all take?
Which will change the situation?
And allow everyone to create the best way forward and perhaps new opportunities?