In
This Issue…
-
The
Changing Landscape
-
Tip: Effective Change
Management Techniques
-
Humour:
Dealing with Self-Interests
===================
The
Changing Landscape
===================
The
only constant is change.
As
customers evolve, businesses must evolve to meet customer
needs,
or
they run the risk of losing those customers.
Some
businesses are going through major changes this year, as
stock
markets
step back, inflation looms and a recession threatens the US
consumer
markets. Other businesses are changing because their
past
efforts, especially with financial services, have resulted
in huge
losses.
Whatever
the reason for the business to change, the people in the
business
will also have to change.
Many
business leaders have attempted in many ways to change their
organizations.
I've experienced a leader who gathers everyone in a
room,
and no one is allowed to leave until we all agree to commit
to
the
new program. (effectively using peer pressure) I've
also
experienced
a leader who basically said, "This is the new way, and
I
expect you all to commit to it....or else." (use of
power)
There
are numerous other ways leaders have tried to get everyone
"on
board" with the new changes, but they basically break
down into
3
areas:
1)
Peer pressure: get peers to "motivate" each
other to change
through
group behaviour modification
2)
Power: get staff to change through threats of financial
loss, job
loss,
etc, if they don't commit
3)
Self-interest: show staff how changes will appeal to
the individual's
self-interest.
Of
the three, only one of these will consistently produce
long-term results,
and
that is applying self-interest.
Motivation
comes from within. Having your buddy or your boss try
to
persuade
you may work temporarily, but it's only the intrinsic
motivation
that
will lead to long-lasting changes.
So,
the question becomes, "How can a leader best appeal to
the self-
interests
of his/her staff in order to effectively institute change
within
his/her organization?"
====================================
Tip: Effective Change
Management Skills
====================================
Despite
some common beliefs, people are used to change.
Although an
individual's
most important need is safety, and since that comes from
repeating
actions with known results, most of your staff is used to
adjusting
when
the computer goes down, or the traffic changes on the way to
work
due
to construction, or someone is sick or on vacation.
The
reasons cited above are mainly temporary changes. How
do you
move
a whole organization to "change" their behaviours
so that the company
can
evolve to how you envision the new organization?
Here
are some tips:
1)
Document your vision of the new organization.* Explain
where you are,
and
why that is not working. Explain where you want the
organization to
go,
and why. Then explain how that change shall occur.
2)
Identify and prepare the people who will lead, exemplify and
reinforce
that
change. Explain to them your vision, and
show them your document
for
analysis. Get buy-in from them by appealing to their
self-interests.
Update
your vision as necessary after speaking with them.
3)
Make a formal announcement to all employees involved.
Advise them
in
small groups or one large group of the three key areas
outlined in 1)
above:
namely, what you are changing from and why, what you are
changing
to
and why, how you envision the organization changing to meet
the new
vision.
4)
Meet periodically with those you have chosen in 2) above to
monitor
results.
They are meeting the most resistance, so it is imperative
you
continue
to keep them on board.
*The
most likely opposition to change will come from the current
organizational
structure. Usually, the compensation system, the
accounting
system
or vested interests will not favour the changes. You
must do what
you
can to keep these three blockers from spoiling the day.
Mention each,
as
you see fit, in your document to block opposition before it
hits.
==============================
Humour:
Dealing with Self-Interests
=============================
"I
never loved a person the way I loved myself."
... Mae
West
