Not every change you lead or support succeeds. There always comes a time when you have to fish or cut bait. If the change effort not only isn’t working but the results anticipated are unlikely to occur, then it is […]
Continuous change can lead to severe employee burnout. Some symptoms of burnout are that change loses its importance, and employees grow tired of going from one new program to another. It seems to them as if it is more important […]
Surviving in today’s world of change requires a culture that encourages innovation. As a manager, you need to develop a "possibility mindset." What does that mean in terms of specific behaviors? You have to demonstrate a willingness to hear out […]
Success carries a hidden risk. Having achieved excellent results through effective change, the change agents lapse into complacency. They don’t monitor the project to ensure that new policies and procedures continue to be practiced or follow-up plans are initiated. Such […]
All managers have a distinct leadership style. Some managers practice a command/directive style, leaving their staff little opportunity to influence the plan. These managers tend to do no more than let everyone vent their displeasure with the directed change and […]
You shouldn’t promise something you can’t be sure you can deliver—like a raise or a promotion. Focus on what the change is expected to do. If that might open up opportunities for advancement, you may mention that but as "one […]
Since small successes can energize those involved in a change effort, organize the effort so that there are visible positive results early on. When you achieve these successes, celebrate them. Reinforce the positive behaviors that led to the success. Initiating […]
Change usually demands the acquisition of new skills and implementation of new practices. Daily routines must be reprogrammed. While this is happening, employees will feel threatened, questioning their competencies (skills, abilities, and knowledge). Under these circumstances, you need to assume […]
To overcome resistance to change, you need to understand what prompts the people to resist the change. Here is an action plan you should consider to reduce resistance and increase the likelihood of successful implementation: Provide advance notice. Communicate the […]
Be prepared for questions, if not outright resistance. The surest way to overcome anticipated objections is to incorporate them into your announcement. Make your presentation and state any anticipated objections as though they are yours, then disprove each, one by […]
Begin with your self. What was your first reaction when you heard about the change? Was it fear or elation? Was it confusion or understanding? Are you looking forward to the change or are you worried about its effect on […]
Once plans are announced, share them with your staff. Their reaction to the news will be based, in part, on your own reaction to the change. Role model a positive attitude. Don’t stop there, however. Identify the concerns of your […]
You need to monitor events within your organization. This way, you will learn about changes that may involve your department. You shouldn’t let yourself be blind to signals of change nor should your staff believe that you are not in […]
No matter what the change is or when it occurs, people respond to it gradually. The four steps that people go through when dealing with change are: Denial Resistance Exploration Acceptance If you find yourself going through these four stages, […]