A hundred years ago, companies would find a process that worked and stick to it no matter what. In today's business world, the only thing constant IS change. Our HR strategy guru Helen Giffen recognizes this and alerts executives to be mindful that people need to implement whatever change they dream up in the boardroom.
Have you noticed that you can't get through a company business conversation nowadays without hearing about change? Companies are regularly overhauling strategies, processes and product lines in search of new competitive advantage.
Strangely lost in the discussion is the "individual" affected by all that change. It's as if the company and its executives exist outside of the individuals who work there. Really?
Today's organizations need to start turning hierarchy upside down, empowering and encouraging the individual to step up.
The truth is change is the way companies adapt and it's constant. Over that past decade, organizations have acquired all kinds of tools designed to support leaders in turning strategic direction into operational change plans and trained them to help their teams manage and implement those changes.
Clearly, a big part of every leader's job is moving the organization forward in an orchestrated way. Yet, not every aspect can be planned – you'd be drowning in GANT charts. In fact, imagine the 80/20 rule to be at play. 20% plan...80% people understanding the company's goals and values, and exercising creativity and judgment to make the necessary changes within their job, teams and department.
That means two things:
- First, everyone, not just the leaders, needs to have the self management skills and tools to step up and manage through change.
We all feel better when we think we're in control but even the driver controlling the wheel, needs to adapt to weather changes or unpredictable drivers. Directing tools, training and accountability to the individual helps to build a workforce that can self manage, is resilient and optimistic, able to embrace opportunities and work together to solve problems.
- Second, leaders must be excellent communicators.
An email broadcast to employees or power point presentation at the quarterly meeting is not enough. Leaders must increasingly be effective at having regular conversations about change...in large groups, small groups and one on one. These conversations bring out ideas, flush out concerns, enable course correction and encourage everyone to put their personal thumbprint on the company's change plan as you go forward.
Managing through change well goes to the heart of what it takes to be vibrant, healthy and growing both as a company and as an individual.