The big question is how to manage change? Well, it is not a matter of time; it’s a matter of commitment.
If you want to provoke change, create a proper culture. Instead of taking control, give it away. For you to create an appropriate culture, you must reduce control systems. Control is achieved when people control themselves.
Don’t give orders, but ask questions like: What would you do? What do you suggest? It’s not an easy task, but you must control your tendency towards giving orders or transmitting messages that undermine the dignity and responsibility of your subordinates.
Don’t just preach and hope a proper culture will develop itself; you must cultivate it and implement schemes that bestow authority and allow each employee to feel entitled. You must be very clear on whose responsible for avoiding the employee’s tendency towards delegating decisions to upper levels. Give the authority to decide to those who receive information, instead of moving data towards the authority, move the authority towards the information.
How to manage change formula
There’s a natural resistance to change that makes many strategies fail. To create change in your organization, you must apply the following formula:
Amount of change = Dissatisfaction + Vision + Process – Cost of change
Dissatisfaction: to create the change, you must produce an atmosphere of dissatisfaction with the current situation and generate feelings of need for change. On occasion, setting a sense of urgency works.
Vision: a compelling vision is an excellent ally for change. An ambitious challenge bonds the team together and stimulates it to reach the goal.
Don’t try to convince others on the need for change with numbers and statistics; do it with visual evidence as visuals are compelling. Make the team personally experience the pain that the current way of operating makes the client feel.
Process: Involve your employees in the decision. The change will be seen as the enemy when you suggest it to your team but will be embraced as an opportunity if your team proposes it. They’re the ones who must set their own goals, so they’ll commit themselves, and you can demand their completion on the dates set for each challenge.
Don’t try to change everything all at once. Break down your ultimate goal into smaller, specific, and achievable objectives. You can’t eat an elephant all at once, but you can do it piece by piece. Start with a leg. Use metrics and short-term milestones to gauge progress.
Cost of change: to create the change, you must first understand the points of resistance: What do people lose with this change? It’s natural for there to be resistance because you’re taking them out of their comfort zone. People are comfortable with what’s familiar, and anything new makes them anxious.
When you have everybody on board, you must create small victories, point them out, and celebrate them. Small goals lead to small victories, which in turn trigger a virtuous circle of behavior. Above all, you must over-communicate.
One piece of the puzzle
Managing your work crew and employees is one of the essential pillars of the strategy of your company. Nevertheless, it is necessary to acknowledge that it doesn’t end here.
There are many other aspects to take into consideration when building up your strategy for a valuable company. We invite you to download for free the bestseller book written by our Chairman, Enrique Quemada, which will guide you through the most critical points of a solid strategy.
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