“Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any good that is worthwhile.” — Vince Lombardi.
Organizations today are continually forced to change. Whether it is an initiative to reduce cost, embrace a new customer service model, or shift into a new market, we are all asked to respond in a positive manner when our businesses require us to change. Some organizations respond well to change while others are thrown into disarray.
Strong leadership sets the tone for the change initiative. Your employees need your leadership and they expect you to be attentive to their needs when they are expected to implement a change initiative. Employees look for sensible planning, effective decision making, and regular communication. Excellent leaders understand this and work hard to develop a climate of trust within their organization. Trust brings hope and hope makes coping with change much easier.
We use a simple, but effective framework to help organizations more effectively manage change. It is built on four principles:
- Successful organizations continuously encourage the improvement of individuals and teams, instill discipline, and foster accountability.
- Leadership provides a top-down framework that facilitates alignment between all levels of management and effectively communicates goals so they are properly translated throughout the entire organization.
- Improvements required for sustainable change must come from frontline managers and their teams since they are the ones doing the work. They control the majority of the organization’s resources and are relied upon to produce services or goods.
- Creating prosperity through change requires more focus on how people are managing their teams and less focus on policies and procedures.
The leader’s role is to provide the organization a top-down framework that includes:
- Clearly articulated goals and strategies that provide the basis for the change.
- Working sessions with direct reports to facilitate alignment between all levels of management.
- Communicate expectations for critical areas of the business.
- Take the opportunity to personally visit teams and work areas.
The role of the executive team is to bring life to the change initiative:
- Create momentum and early success.
- Get out of the office and engage people where the work is getting done.
- Promote the effort, allow people to internalize the change and listen to their feedback.
- Review weekly updates from area managers
The role of area managers is to critically assess their areas of responsibility through a new set of eyes, identify and resolve problems, delegate responsibility to frontline teams, and inspire ownership:
- Work with frontline managers to help identify barriers that will impede the change initiative. Barriers typically involve issues concerning productivity, quality, service levels, employee skills, infrastructure, communications between line and support groups, etc.
- Resolve barriers using a team approach and involving key individuals. Identify the root cause, prioritize, and developing action plans.
- Implement fix plans and delegate responsibility for enacting the fix to frontline teams.
The role of frontline managers and department managers is to revise their management operating systems and reinforce the appropriate behaviors:
- Eliminate duplication of efforts.
- Supervisors and managers work together to create the appropriate tools and processes.
- Provide necessary training to put concepts into practice.
- Effectively communicate expectations.
- Resolve conflicts, don’t avoid them.
- Provide one-on-one coaching to your employees.
- Daily follow-up on schedule, progress, training
Reporting and Evaluating Progress
It is important for the success of the change initiative to rigorously manage expectations and track progress by implementing a timely review system.
Area managers provide weekly updates on productivity, quality, cost and schedule. They also need to be able to engage in discussion about current and potential problems, refocus efforts as required and celebrate positive results.
Frontline managers conduct daily meetings with their staff and with their manager. Brief, but thorough reviews each day will allow difficult issues to be dealt with before they become burdensome and threaten success. Managers manage the execution of work. Don’t become a manager of problems.
The executive team should meet weekly in the early stages of the change initiative. Monthly updates and working sessions are conducted as the change initiative gains momentum.
Recapping a few key points:
- Work at your level of responsibility. Many change initiatives fail because managers work down one or two levels below their responsibility. Get the right people on your team and give them the opportunity to make positive contributions. Resist the temptation to be the hero that rescues the organization; instead, ask yourself why the problem is occurring and address the root cause.
- Communicate, communicate, and communicate at all levels. Don’t be afraid to surface problems. Provide solutions.
- Create ownership for your staff. Put them in charge of fixing the problems.
- Celebrate success.
Installing a repeatable change process will greatly assist organizations respond in a more positive manner when faced with change. This framework will help to foster a more proactive and disciplined organizational culture, reduce stress levels, and improve the overall performance of the business.
DiBona & Associates
“We jump-start change.”
Improving Productivity, Quality, Service
Office: 703.723.4814
Cell: 703.999.5277
Visit our website: www.ConsultDiBona.com
