The most common misconceptions that directors and managers have about transformational changes were highlighted on ChiefExecutive.net.
Myth 1: You have to convince everybody
Much is said about the need to build a unified corporate culture so that everyone is in the same boat, so to speak. This is certainly true but nobody can make an entire company agree with fundamental changes. Focus on people whose agreement you really need; do not waste time persuading those who will be affected only marginally or who can be easily replaced. Do your best to make the change as comfortable as possible for your staff but do not wait for what is impossible.
Myth 2: Transformational changes are always dramatic
In fact, they do not have to be dramatic at all if they are clear. The more confusion, the more resistance. When a change occurs transparently, employees will accept it better. They need to know from you what change will come and why, what specifically it means for them now and what it will bring in the future.
Myth 3: Transformational changes come from the top down
The role of top management in promoting changes in the company is important. The most important role, however, is played by informal leaders within the company. These are people who have great influence on others regardless of their position. You have to communicate and cooperate with these workers if you want the company to accept your change.
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