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08 28 2013

How to Coach & Manage People Through Change

Business Strategy and Implementation, Corporate Therapy, Mergers: How to Manage & Coach People Through Change

August 2013

 

This is where you are, but… THIS is where you WANT to be…
People attend meetings, but they clearly aren’t working together nor are they working toward the same goals.Some people are overly cautious and quiet while others are playing a silent game of tug-o-war. Problems, both spoken and unspoken, are discussed and effectively dealt with so that the team may focus on the tasks at hand. Additional evidence of improved communication can be seen by alleviating tension, as well as stressing joint camaraderie and vision. There are measurable reductions in the change timelines and expenses.
We have a clear vision of what our end results should look like, but we don’t have a step by step process on how to get there. We don’t have a process to get our people to buy into our vision. Leaders, managers, and employees possess the skills necessary to navigate the ten stages of change which will help them be more creative and productive sooner. When people become aligned around and supportive of a common vision, their ability to embrace change increases.
This change process is creating challenges between management and employees that I’ve never encountered before. Leadership knows what employees need based on what they say and on which stage in the change process they are in. Leaders will know how to motivate or assist employees through all ten stages of the change process. Alternate solutions to management/employee challenges are found with effective techniques and clear results. Individual, group and organization performance will be measurably improved.
Leadership is making haphazard, uncalculated short-term decisions in order to ‘put out the fires.’ Reactive rather than proactive problem solving is not the approach we want to use, but leadership does not yet have the skills or knowledge to effectively implement any other approach. Management/leadership has a definite grasp of what behaviors to look for and what to say in various situations to elicit desired results. Communication and effectiveness are improved between management and staff. Bottom line objectives are met or exceeded.

 

Leadership Skills Necessary to Support Change

Over and over people bemoan, “Things are changing faster than ever.” Changes in what we do, how we do it, and who we do it with can leave employees out of breath and overwhelmed. Because employees often feel caught in the middle of all of these changes, leadership needs to know what employees are experiencing and what to do to assist them. All will benefit when guided respectfully through the predictable reactions to the various stages of change. The reactions may include conditions such as debilitating stress, poor morale, attitudes of non-commitment, and reactionary impulses, just to name a few.

The ineffective “olden days” when top leadership mandated, “Jump!”, and all employees responded with, “How high?” are gone. Companies nowadays have to change their focus quickly to excel through these more complex times. From the mass production models of the industrial revolution to today’s technology-based, high-speed information systems to the rapid-fire future issues of our global economy that are just around the corner, it behooves all of us to find a systematic way to grow ourselves and our people. The secret is to take the time to realign, rebuild, and recharge our departments and divisions, as well as to empower and revitalize those seemingly tired, angry employees to go forward, step up, and successfully meet the challenges that come with any change. Experiencing any major change process, like a merger, for example, is similar to experiencing a surgery. Like with surgery, every decision that is made before, during, or closely after the experience will likely do one of two things: move you closer to your vision (in the case of a merger, your vision would likely be to increase your market share as a result of the merger) or spiral your condition downward quickly. Spiraling downward quickly after a merger because you let things get out of hand could rapidly cost your company precious time, money, customers, and staff resources. You especially want to make wise, careful choices at these times.

Let me show you today how you can increase your market share by implementing these three crucial elements:

  1. Leading, managing, and coaching employees through the ten stages of change; understanding the behaviors that individuals and groups go through during a major change process and the management techniques necessary for meeting your objectives.
  2. Leading and managing people through feedback.
  3. Creating buy-in; giving your people a voice so they will develop the intrinsic ownership of the vision which will be necessary for a successful merger.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:36 PM

08 28 2013

How to Manage Organizational Change

Culture Diversity, Mergers: How to Manage Organizational Change

August 2013

 

This is where you are, but… THIS is where you WANT to be…
We find ourselves re-doing our project plan and spinning our wheels. People are not working as a team. Increased cross-functional collaboration and communication. Higher degrees of participation from all members, at all levels. Less “failure work;” problems solved the first time.
People within and between departments are not communicating well. Creativity and synergy are poor or non-existent. Employee morale is down; absenteeism and attrition are up. Higher and more consistent morale. A high level of creativity and discovery are generated. The benefits of diverse thinking and multiple perspectives are captured in the moment. Valued staff and customers are retained.
Customer retention rates are sliding due to loss of key employees and our directional changes. Improved image of company or division within industry or community. New ideas and solutions to solve difficult problems.
Current systems and processes are generally less than optimal. People seem paralyzed about what steps to take next. People have initiative and take action. A professional, safe and encouraging work environment exists for all. People feel safe to challenge the status quo; existing beliefs about how the organization works and new ideas about how to improve the organization are stimulated. Discussions on positive change and finding creative solutions to new problems occur formally and informally. The focus is on maintaining a learning organization approach.

Achieving a Positive Change Climate

Charles Darwin theorized that the fate of a species was determined by how “fit” it was. Interpreting Darwin’s statement, one might think that only the strongest or the fastest species would survive. But, this would not be an accurate interpretation of his theory of the fittest (especially when it comes to the defining the most “fit” in the business world).

Actually, it was neither speed nor strength that Darwin was referring to when he spoke of fitness. Rather, it was the adaptability of a species that would determine its fate. Similarly, evidence indicates that, just like in the animal kingdom, the survival of the fittest in the business world comes first to those who are able to change quickly and effectively in spite of tumultuous times in which cultural, environmental, and interpersonal changes are fast, fierce, and at times furious.

Organizational Change

To successfully navigate through change, it is essential that leaders, managers, and all employees gain an appreciation of one another’s challenges and needs. This vital first step will unify them as a team.

Second, they all need to identify and clarify for themselves and each other how they can help themselves and their organizations achieve a more positive change climate. These steps may seem minor, but because they help people mentally shift their existing paradigms, these subtle steps and this thoughtful upfront attention to detail will make the difference in a successful merger or change effort.

Third, it is necessary to discover specific ideas (and belief systems) generated by all your members regarding change. Organizations often fail to recognize that outstanding ideas for improvement already exist in their own backyard. Perhaps skipping this step is a common mistake because it is easier said than done to facilitate meetings wherein staff members feel safe and encouraged to honestly share-out. It is in the essence of these meetings that participants learn how to discover their own and each other’s strengths, as well as create and recognize the best solutions for their unique situations.

 

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:28 PM

08 19 2013

How to Create an Office Environment where Change Initiatives can Flourish

Business Management Consulting, Business Success, Communication Issues, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

Aug 2013

How to create an office environment where change initiatives can flourish

This is where you are, but… THIS is where you WANT to be…
We find ourselves re-doing our project plan and spinning our wheels. People are not working as a team. Increased cross-functional collaboration and communication. Higher degrees of participation from all members, at all levels. Less “failure work;” problems solved the first time.
People within and between departments are not communicating well. Creativity and synergy are poor or non-existent. Employee morale is down; absenteeism and attrition are up. Higher and more consistent morale. A high level of creativity and discovery are generated. The benefits of diverse thinking and multiple perspectives are captured in the moment. Valued staff and customers are retained.
Customer retention rates are sliding due to loss of key employees and our directional changes. Improved image of company or division within industry or community. New ideas and solutions to solve difficult problems.
Current systems and processes are generally less than optimal. People seem paralyzed about what steps to take next. People have initiative and take action. A professional, safe and encouraging work environment exists for all. People feel safe to challenge the status quo; existing beliefs about how the organization works and new ideas about how to improve the organization are stimulated. Discussions on positive change and finding creative solutions to new problems occur formally and informally. The focus is on maintaining a learning organization approach.

Achieving a Positive Change Climate

Charles Darwin theorized the fate of a species was determined by how “fit” it was. Interpreting Darwin’s statement, one might think that only the strongest or the fastest species would survive. But, this would not be an accurate interpretation of his theory of the fittest (especially when it comes to the defining the most “fit” in the business world).

Actually, it was neither speed nor strength that Darwin was referring to when he spoke of fitness. Rather, it was the adaptability of a species that would determine its fate. Similarly, evidence indicates that, just like in the animal kingdom, the survival of the fittest in the business world comes first to those who are able to change quickly and effectively in spite of tumultuous times in which cultural, environmental, and interpersonal changes are fast, fierce, and at times furious.

Organizational Change

To successfully navigate through change, it is essential that leaders, managers, and all employees gain an appreciation of one another’s challenges and needs. This vital first step will help to unify them as a team.

Second, the executives and managers need to identify and clarify for themselves and each other how they can help the organization achieve a more open climate; one which encourages an honest assessment of the situation, not one which merely seeks to puff leadership egos. When conversation is facilitated properly, employees will feel safe and be encouraged to share their insight. These are the hall-marks of creating a positive change climate. Are all of your employees confident enough to provide input on delicate issues or do they hold back and smile, or worse, share what they think leadership or management wants to hear? In either case, if people don’t feel safe enough to speak-up and try to help the department or company solve problems then leadership is driving partially blind and undercurrents of fear and chaos are actually controlling and driving your company!

Third, it is necessary to discover specific ideas (and belief systems) held by all your employees regarding change. Leadership and management often fail to recognize that outstanding ideas for improvement already exist in their people. If your employees are frustrated, obstinate, and difficult it may because they care and want to help but leadership doesn’t value their input. As a result, your employees have given up and….you have taught them to give up because of your silence, snide remarks, and interruptions. yes, they will smile and nod because they must keep their jobs but they are not working with or for you.  If any of this sounds familiar or upsets you……Congratulations, awareness is the first step. The second step is to call me or another specialist who can help you re-align your organization into an effective, fun and profitable company.

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@CorporateTherapist.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

Kelly Graves, CEO
The Corporate Therapist
Email: Kelly@ProfitWithIBS.com
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:16 PM