When does the key moment of the failure or success of a change initiative arrive? It is when previously uninterested managers and employees begin to accept the change and support it. There is a simple logic behind this: you simply need to get your exhausted, cynical and pressurised managers to support the change you want to deliver. It is about leadership in your organisation. And leadership is closely connected with behavioural shifts that need to occur when there is a big change underway, according to the management-issues.com website.
Put your staff first and you will win
It is normal that people tend to resist changes. Frustration arises when employees who were very enthusiastic during their training revert to their old behaviour very soon after the training has finished. HR and internal communication managers are often blamed for these failures but a large proportion of guilt lies with top management. You have to put your staff first if you want to be sure they will help you implement change.
Changing the vision into reality
1) Your behaviour must be guided by the culture of the organisation. It must help you to build and nurture all external relationships.
2) Everyone must understand completely how your strategy and vision concerning your core business will help the organisation as a whole.
3) Everyone must be responsible for fulfilling the vision. Link this to remuneration and payment of bonuses.
4) Don't be afraid to tear down old hierarchies. Set up a more flexible and interdependent structure that allows you to capture, develop and deploy the ideas of your employees.
5) Set up processes that will enable you to preserve all the knowledge and experience gained during customer interactions.
6) Inspiration is the basis of leadership. Share anecdotes, pose inspirational questions and trust in the strength of your leadership.
-jk-