| When you or your organization needs to make a | | | | in place and change management is part of the |
| change, you need it to work - now. But you can't | | | | corporate culture, the organization is agile and |
| steamroll your employees into accepting it. Here's how | | | | automatic in its response to new processes and |
| to walk the fine line between short-term efficiency and | | | | procedures and whatever else comes along, from |
| long-term change management. | | | | economic downturns to the opposite, sudden success. |
| Whether you are the initiator or implementer of what's | | | | 2. Own Commitment to the Change. Leaders must |
| to come, it's crucial that you, as a leader, understand | | | | fully understand and commit to the new plan before |
| the change cycle. You must learn how to manage it | | | | effecting the implementation. Be solid in your |
| and overcome the key obstacle to the success of | | | | understanding of the benefits and obstacles before |
| your impending transition: time. | | | | communicating it. Have a vision of success and devise |
| The biggest mistake managers make is not allowing | | | | ways to measure success. |
| enough time for adjustment, at all levels of the | | | | 3. Ongoing Communication About the Issue. Keep |
| organization. | | | | communication channels open throughout the process. |
| Leaders who are involved in making the decision have | | | | Communicating is not a one-time event. Ideally, the |
| had time to ask questions and understand the | | | | people who are impacted will be consulted prior to |
| reasoning, to buy in, and have begun adjusting. | | | | decisions, to ensure the greatest chance of buy-in. In |
| In communicating down the line, time must be allotted | | | | cases where consultation is not appropriate or |
| for other individuals to come full cycle as well: to move | | | | possible, however, you can ensure there is open |
| through the fears, doubts and resistance that inevitably | | | | communication to explain the change fully, solicit |
| arise; to come to the point where they understand the | | | | "me-issues", and address concerns. Understand that |
| change; to accept it; and only then can they be | | | | individuals will vary in the amount of time and in the |
| productive within it. | | | | extent of communication that they need to adjust. |
| 3 Keys to Effective Change. | | | | For sustainable change, clear and constant |
| 1. Having a Change Management Process. The most | | | | communication and continual relationship building are |
| dynamic and adaptable organizations recognize that | | | | crucial to alleviate the fears, doubts and resistance that |
| revisions and renewal are constant. Numerous models | | | | surface. |
| exist to manage the process. When such supports are | | | | |