You know the story. You are a leader with a dream. Your answer will change things. Culture! Transformation! Big profits! We have a new bright future ahead of us!
Things will be a lot! We just have to make some changes. And then everything will come together.
Your team will listen with enthusiasm. Everyone nods. It seems incredible! Finally, a leader who knows what to do.
When the meeting ends, your employees return to their desks, put on your helmet, and continue the same work they have done day after day for months. Await further instructions.
At the same time, expect change.
They may be the introduction of technological advancement, improved product, a new process, a different structure, a different market, or any other large or small change. Perhaps culture is toxic, the market is contracting, or your customers are their most recent contest. No matter what you face, there will always be a group of people who need to specify more clearly for them.
I worked with large and small companies in North America. Whether you are selling office furniture or extraction of diamonds, you will face resistance to change.
Resistance to change? Do not be fooled. There will be only 5% of the company actively oppose the changes you are trying to present. The rest are just not changing.
An object at rest will remain at rest. A moving object moving continue indefinitely. So how can a group of people who are not moving to its new strategy to stop what they do roll in the new course is completed?
If your employees have not implemented the policy you want, here are three reasons why you can blame you.
1) You do not have to tell them
Step 1 in the implementation of a new strategy is to communicate the change. Too many managers think they can make a simple announcement and the troops will march to the drum complete and total synchrony. Maybe in the army, but not in companies in North America.
In the world of marketing, know that it takes seven to twelve points of contact before the recipient of your message starts to pay attention. I did not find at least seven different ways to communicate its strategy, or the change you want to see implemented, then you can take full responsibility for this: You do not have to tell them
2) You said - does not absorb
Step 2 in the implementation of a new strategy is to allow sufficient time for employees absorb change. Imagine that every employee is a sponge. Some sponges are highly absorbent. Others seem to repel moisture. Until you have worked in the towel, it just seems to stay dry.
Helping employees to absorb your message requires a bit of kindness and patience. The biggest reason people do not absorb information is not to give them time and space to ask intelligent questions about it.
It's your job to force the moisture in the towel. This means that programming question and answer sessions with employees and management. This means asking tough questions like "What is your reaction to change?", "What do you think will be the biggest obstacles we face thinking?" and "What do you like most about this strategy?"
Above all, do not let people get away without asking questions or make comments on the strategy. Until they can not put their feelings and thoughts into words and share them with you, do not absorb the change ... and there's about to take the next step without this element instead.
3) You let not plan
Step 3 in the implementation of a new strategy is to let your employees shape change. People want to feel they have some control over their destiny. People want to know exactly what to do to succeed. And above all, people want to believe they have the ability to perform tasks that are asked. People need confidence and clarity.
No time spent on planning actions between employees, their message is just words on a page. No movement to them. It is your responsibility to ensure that each team has something to do with the implementation of the change that has taken the opportunity to reflect and create actions to succeed. This is what creates the movement in the new course in which he traced the ship.
Turn the ship
By plotting a new course for his team, which probably face resistance. The greatest strength, however, face is inaction. To create an action, you must:
1. Communicate change
2. People absorb change
3. Helping people change shape
Mary Engel is the car for managing a global trainer and consultant based in Toronto, Canada. It helps managers and middle managers reach a new job, recognition and the results they want in work and in life.
Visit his website at http://www.themanagementcoach.com/ most useful management advice.
Things will be a lot! We just have to make some changes. And then everything will come together.
Your team will listen with enthusiasm. Everyone nods. It seems incredible! Finally, a leader who knows what to do.
When the meeting ends, your employees return to their desks, put on your helmet, and continue the same work they have done day after day for months. Await further instructions.
At the same time, expect change.
They may be the introduction of technological advancement, improved product, a new process, a different structure, a different market, or any other large or small change. Perhaps culture is toxic, the market is contracting, or your customers are their most recent contest. No matter what you face, there will always be a group of people who need to specify more clearly for them.
I worked with large and small companies in North America. Whether you are selling office furniture or extraction of diamonds, you will face resistance to change.
Resistance to change? Do not be fooled. There will be only 5% of the company actively oppose the changes you are trying to present. The rest are just not changing.
An object at rest will remain at rest. A moving object moving continue indefinitely. So how can a group of people who are not moving to its new strategy to stop what they do roll in the new course is completed?
If your employees have not implemented the policy you want, here are three reasons why you can blame you.
1) You do not have to tell them
Step 1 in the implementation of a new strategy is to communicate the change. Too many managers think they can make a simple announcement and the troops will march to the drum complete and total synchrony. Maybe in the army, but not in companies in North America.
In the world of marketing, know that it takes seven to twelve points of contact before the recipient of your message starts to pay attention. I did not find at least seven different ways to communicate its strategy, or the change you want to see implemented, then you can take full responsibility for this: You do not have to tell them
2) You said - does not absorb
Step 2 in the implementation of a new strategy is to allow sufficient time for employees absorb change. Imagine that every employee is a sponge. Some sponges are highly absorbent. Others seem to repel moisture. Until you have worked in the towel, it just seems to stay dry.
Helping employees to absorb your message requires a bit of kindness and patience. The biggest reason people do not absorb information is not to give them time and space to ask intelligent questions about it.
It's your job to force the moisture in the towel. This means that programming question and answer sessions with employees and management. This means asking tough questions like "What is your reaction to change?", "What do you think will be the biggest obstacles we face thinking?" and "What do you like most about this strategy?"
Above all, do not let people get away without asking questions or make comments on the strategy. Until they can not put their feelings and thoughts into words and share them with you, do not absorb the change ... and there's about to take the next step without this element instead.
3) You let not plan
Step 3 in the implementation of a new strategy is to let your employees shape change. People want to feel they have some control over their destiny. People want to know exactly what to do to succeed. And above all, people want to believe they have the ability to perform tasks that are asked. People need confidence and clarity.
No time spent on planning actions between employees, their message is just words on a page. No movement to them. It is your responsibility to ensure that each team has something to do with the implementation of the change that has taken the opportunity to reflect and create actions to succeed. This is what creates the movement in the new course in which he traced the ship.
Turn the ship
By plotting a new course for his team, which probably face resistance. The greatest strength, however, face is inaction. To create an action, you must:
1. Communicate change
2. People absorb change
3. Helping people change shape
Mary Engel is the car for managing a global trainer and consultant based in Toronto, Canada. It helps managers and middle managers reach a new job, recognition and the results they want in work and in life.
Visit his website at http://www.themanagementcoach.com/ most useful management advice.
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