101: Managing Change
Flexibility and a crystal ball aren't enough to keep up with fast-paced changes that can keep your organization on the cutting edge. Whether it's a change in leadership, location or strategy, competent management is crucial. Here are three ways to make the road a bit less bumpy:
Be aware that not managing change will cost you money. Phil Buckley, in an article at BusinessWeek.com, uses German airline Lufthansa — which racked up costs after a dragged-out, inefficiently executed restructuring — as an example of what not to do. A workers' strike in March by alienated employees grounded 1,700 flights. Buckley notes that today, an organization's change capability is more necessary for sustainable performance than it was in the past, to position companies for opportunities.
Keep your eye on the prize. Anyone can get mired in the day-to-day, nitty-gritty logistics of big company changes. The key is to keep your perspective (and wits) about you. “If you take a bird's-eye-view of the landscape, the change won't be so disorientating,” says an article at TheChangeBlog.com. The end result — the reason for all the upheaval, whether higher profits or a better location — is a goal to keep at the front of your mind.
Communicate and work with team members on a realistic timeline. It's the only way. Where resistance to change is normal and expected, the change the staff feels is foisted upon it won't foster cooperation, says an article at Inc.com. You must be a cheerleader for why change will make the company stronger. “People must be motivated to shake off old habits. This must take place in stages rather than abruptly so that 'managed change' takes on the character of 'natural change,' the article states.
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