Be the Leader in Times of Change
Change has been forced upon your organization and you need to make change quickly in a business group, but time is limited, do you take the time to create a vision first?
You bet your bottom dollar, YES… so the term goes. Regulation has been enacted or times call for a different result, or maybe your business model is in revamp, whatever the reason, it is critical to take the time to set the direction and vision for even the smallest of change in order to obtain the desired results effectively, efficiently and timely. Taking the time up front will inevitably take a lot less time for the change to produce in the long run.
At any level within your business, if a position of authority must make decisions on action for change that is forthcoming or in process, they must have confidence in their knowledge. This comes from you, the leadership, providing direction in detailed written and verbal communications.
When getting started it is best to gain the expertise of those key players you have so diligently recruited into your company. Whether you have already decided on a direction or not, take the time to bring in your key players for a brainstorming session. This time is best used by getting invested commitment from your team by getting to a consensus path of desired results. Within each business group or department, managers should identify how the change could impact department employees in their daily requirements. Discuss the impact both up and down the company employee ladder. Promote the questions; how many layers does the change need to sink in to, what can go wrong at what level and how do you know it is wrong, how far up the approval chain does it have to go to make a decision on how to fix? Work up, down and sideways through the process improvement model.
Now that direction is set and key players are in understanding, be ready to communicate out the change with verbal communications that demonstrates your comprehension of each department’s role. Know how the change will affect every member of the work force daily. Let your written communications, via policies and procedures, communicate the overall objective, the practices to change, the expected struggles and the key performance indicators that will confirm the objective has been met. Define key milestones for longer timetables.
Set the vision for change, define the direction and communicate, communicate and then, listen. To ensure the change you seek within the function or group settles in for the long-term, utilize every communication tool within your toolbox to methodically disseminate the direction and objectives. Then listen to feedback and more feedback. Those amid the change will either accept with confidence or reject in confusion. Be the leader that hears the positives and negatives with an equal balance.
We all know not to be afraid to make mistakes for the purposes of getting better. How do you make that a reality within your culture?
Scott can be reached at slitchard@ballastcfo.com