Strategic Planning: Leading and Managing Change!
21 July 2009
Read by 1918 persons
The Manager's Role
Change is one of the most common words in modern management. Change due to technological advancements, especially in information and communication technologies. Integrating these new technologies and breaking away from the Old Economy necessitates changes within the company. These changes require prior internal and external preparation.
Managing change requires developing the leadership capacity of the main change agent (so people believe in him), marketing and sales skills (to promote and defend the need for change), and communication skills (to promote the idea of change and contribute effectively). This transition needs to be managed, especially when facing employees resistant to change for fear of losing their position or facing new constraints. You will start by defining the steps that will lead to complete acceptance of the change. In doing so, you will identify problems to solve in order to successfully implement the change.
So it all starts with the manager himself; as we said, he will need to convince and get people to embrace the idea of change or even integrate some people into defending the process. Indeed, he will set a good example. Many companies still overemphasize the change process, losing sight of the need for managers to develop their ability to manage this process and their ability to lead and engage their employees in this process. The manager leading the company must know that he is the embodiment of the company's vision and that if this vision needs any adjustments or changes, it will start with him. How can you expect others to change when you are still in the status quo? Because the manager is often seen as a role model in the company, any change in vision or behavior in the organization he leads may encounter setbacks if he does not start by looking in his own mirror. Employees align their behavior with his, and mostly wait for him to give the go-ahead to move forward. If you want your company's employees to change in certain areas, set an example.
Approach people, talk to them. It will be difficult to understand the problems they face daily if you don't observe them in their daily actions. Discussing with them will create a climate of trust that will make them more easily adhere to your ideas, and therefore to the change you are considering.
To better manage change, be as frank and honest as possible. Be open to criticism from others. Being a leader does not mean hiding your emotions. When you know how to approach your employees and interact with them on an equal footing, without complexes, letting yourself be interested in their point of view, you will succeed in establishing trusting relationships with them; this will facilitate their adherence to your vision.
Be passionate about your ideas. Otherwise, you will despair very quickly, especially when facing people ready to put forward all possible arguments to make you change your mind. You must be convinced yourself of what you are considering in order to engage others.
Strengthening your leadership skills is the first step in the change management process. Once your employees believe in you and trust you, you can launch your change campaign. You will address different groups who will certainly have different counter-arguments. Be prepared to dissuade them. The board of directors, for example, will want to know the long-term effects of the change to be implemented. Similarly, your employees will want to know the impact of the change on their position within the company, its effects on their work pace, and so on.
Once you have launched the change process or have implemented it, establish a system of regular communication with everyone concerned by the change that has occurred. Above all, do not leave any of your employees surprised by the change. Take the time to explain to them what is happening as you go along. If you do not have this communication ability, work on acquiring it before implementing any change.
When you inform everyone of what is happening, you reduce the risks of decreased productivity or morale, often resulting from unacceptable changes.
However, whatever measures you take to facilitate the change process, there will always be dysfunctions related to the fact that the reactivity of each of your employees to change is not the same. While some of your employees accept, adhere to, and adapt to it quickly, others will take time to realize it, accept it, and cope with it. There will be some who will maintain their resistance for a long time. That is why it will be necessary for you to identify the degree of reactivity of each of your employees to change, to discuss with them and to convince them and make them accept the change to be implemented.
It is indeed difficult to know how long it will take to implement a change. But if you try to take into account the aspects we have just described above, you will succeed in managing change as effectively as possible.
Hermann. H. CAKPO
Posted on July 21, 2009
gestiondelentreprise.com
Change is one of the most common words in modern management. Change due to technological advancements, especially in information and communication technologies. Integrating these new technologies and breaking away from the Old Economy necessitates changes within the company. These changes require prior internal and external preparation.
Managing change requires developing the leadership capacity of the main change agent (so people believe in him), marketing and sales skills (to promote and defend the need for change), and communication skills (to promote the idea of change and contribute effectively). This transition needs to be managed, especially when facing employees resistant to change for fear of losing their position or facing new constraints. You will start by defining the steps that will lead to complete acceptance of the change. In doing so, you will identify problems to solve in order to successfully implement the change.
So it all starts with the manager himself; as we said, he will need to convince and get people to embrace the idea of change or even integrate some people into defending the process. Indeed, he will set a good example. Many companies still overemphasize the change process, losing sight of the need for managers to develop their ability to manage this process and their ability to lead and engage their employees in this process. The manager leading the company must know that he is the embodiment of the company's vision and that if this vision needs any adjustments or changes, it will start with him. How can you expect others to change when you are still in the status quo? Because the manager is often seen as a role model in the company, any change in vision or behavior in the organization he leads may encounter setbacks if he does not start by looking in his own mirror. Employees align their behavior with his, and mostly wait for him to give the go-ahead to move forward. If you want your company's employees to change in certain areas, set an example.
Approach people, talk to them. It will be difficult to understand the problems they face daily if you don't observe them in their daily actions. Discussing with them will create a climate of trust that will make them more easily adhere to your ideas, and therefore to the change you are considering.
To better manage change, be as frank and honest as possible. Be open to criticism from others. Being a leader does not mean hiding your emotions. When you know how to approach your employees and interact with them on an equal footing, without complexes, letting yourself be interested in their point of view, you will succeed in establishing trusting relationships with them; this will facilitate their adherence to your vision.
Be passionate about your ideas. Otherwise, you will despair very quickly, especially when facing people ready to put forward all possible arguments to make you change your mind. You must be convinced yourself of what you are considering in order to engage others.
Strengthening your leadership skills is the first step in the change management process. Once your employees believe in you and trust you, you can launch your change campaign. You will address different groups who will certainly have different counter-arguments. Be prepared to dissuade them. The board of directors, for example, will want to know the long-term effects of the change to be implemented. Similarly, your employees will want to know the impact of the change on their position within the company, its effects on their work pace, and so on.
Once you have launched the change process or have implemented it, establish a system of regular communication with everyone concerned by the change that has occurred. Above all, do not leave any of your employees surprised by the change. Take the time to explain to them what is happening as you go along. If you do not have this communication ability, work on acquiring it before implementing any change.
When you inform everyone of what is happening, you reduce the risks of decreased productivity or morale, often resulting from unacceptable changes.
However, whatever measures you take to facilitate the change process, there will always be dysfunctions related to the fact that the reactivity of each of your employees to change is not the same. While some of your employees accept, adhere to, and adapt to it quickly, others will take time to realize it, accept it, and cope with it. There will be some who will maintain their resistance for a long time. That is why it will be necessary for you to identify the degree of reactivity of each of your employees to change, to discuss with them and to convince them and make them accept the change to be implemented.
It is indeed difficult to know how long it will take to implement a change. But if you try to take into account the aspects we have just described above, you will succeed in managing change as effectively as possible.
Hermann. H. CAKPO
Posted on July 21, 2009
gestiondelentreprise.com
