Role of the Leader – Change Management

September 30, 2010 by In The News  
Filed under Internet Marketing Orlando

mortgage refinance To build a business demands that the leadership know how to separate the symptoms from the problems to drive the needed organizational change. Unfortunately, many small business owners, entrepreneurs and executives due to poor communication and no strategic plan create expensive silo solutions that actually diminish the energy and ability to achieve organizational goals.

In the book Fail-Safe Leadership by Linda Martin and Dr. David Mutchler, the authors address some of the change management challenges every organization faces on a daily basis regardless of size through a simple leadership audit. This audit or organizational survey allows the decision-makers to begin that separation of symptoms from problems and recognizes that these issues are due to leadership issues within the organization.

 juegos   The first key to a successful change effort is, obviously, for the leader to understand what the change is. The second key is to understand the impact of the change to the work and the impact to the people. As leadership is about people, the impacts to consider can include behavior changes, impacts of status changes, impacts of re-distribution of power and authority, altered relationships and responsibilities, people performing new tasks outside of their comfort zone, etc.

This leader must be the first one to make the appropriate changes in his/her own behavior, actions and attitudes. After all, leaders are role models. For example, if the change requires more open communication, then the leader must demonstrate more open communication. This is single most difficult part of any change effort. The head of the organization usually considers his/her old successful ways as the right way to lead. They are very willing to have the rest to of the organization change. But don’t recognize that they drive the behavior of the organization. If they want it to change, they must SHOW the organization how to change. TELLING them how to change is not effective. Employees know that you vote with your feet. If you do not walk the talk, don’t expect them to either. Being a role model is a major part of the success of change efforts.

The next key after the leader understands the “new way” is to present the vision of how the world will work during and after the implementation. This vision needs to be framed in a way that lets the people know WIIFM (What’s in it for me). Once they understand the benefit to themselves as well as the company, they will release their energy to move toward the vision. This alters the mindset of the followers. All people in an organization operate under the influence of external (to them) forces: culture -company and personal, policies and procedures, etc.

But people also operate under influences that are internal to themselves (comfort zone): their mindset on power, authority, status, security, territoriality, personal competence, level of confidence, risk taking, etc. Forcing behavior changes may get you compliance. But it will not generate enthusiasm and commitment. (Side note: most change efforts target policies, procedures and technology and not how you think about the work.) A lasting change needs to alter the way people think in order to enable different behavior. This is the path of the effective leader.

People move at different paces. The people who embrace the change more quickly should need less support. The people change more slowly will need more support to get over the hump.

The fourth big key is stakeholder involvement. I know that many of you think that people resist change. I believe that this is incorrect. I believe that people do not mind change. They don’t want to BE changed. People change themselves and their surroundings all of the time. They change houses, cars, jobs, hair color, spouses, etc. The difference is that in these decisions, they participated and often made the decision. Take advantage of this willingness to change. Involve them initially in understanding the What and Why of the change and subsequently in the planning and rollout. Initially, it requires patience to work through the resistance and counter proposals. Recognize that this type of interaction is the norm in an open communication environment. Utilize the energy of the early adapters to move the effort forward. Leaders enlist these people as evangelists. They will help you move others along. Make sure that you include informal leaders in a major way.

homes for sale  The last big key is leadership visibility in support of the project. When the leader uses his/her valuable time on the change effort, the employees recognize that it must be important. When the leader is a role model for new types of behavior, people pick up on it. When the leader communicates openly, including giving straight answers to tough questions, people begin to believe. When leaders react calmly to surprises, people have less anxiety when things do not go smoothly. When the leader follows the Deming prescription to Stay The Course, people recognize that it is not going away and they must deal with it.

The definition of a Benefit must pass four critical tests:

(1) Description – what precisely is it?
(2) Observation – what differences should be noticeable before and after?
(3) Attribution – where in the future business operations does it arise?
(4) Measurement – how will it be measured?

And the definitions should include the following:

- The description
- How it will be measured
- Projected changes from the current business processes and operations
- Inter-dependencies with other benefits
- Key performance indicators in the business operations now and for the future
- Explicit linkages, wherever possible, between projects and deliverables
- Dependencies on risks and other programmes or projects
- Financial valuations
- When it is expected to occur and over what period of time will realisation take place

So, to summarise – you need to know:

- What each benefit is?
- What differences will be noticeable before and after?
- Exactly where in the future organisation it will arise?
- How will it be measured?

If you don’t know – with pristine clarity – the answers to these questions then how on earth is your change initiative going to benefit your organisation You can be published without charge. You can to republish this article in your website or blog. Please provide links Active.

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