Are You the Reason Your Organisation Needs Change?
You know your business needs to change, but what are the real reasons? Here’s how to face the facts and make a real difference.
Time for some home truths. Are you the reason your organisation needs a change programme? You would not be the first business owner, managing director or board member who is part of the problem that a change initiative addresses.
While you may have acknowledged a need for change, you might not be ready to own up to being one of the reasons it is necessary.
Resistance to Change
“We have always done it this way.”
“We have been successful doing it this way.”
“This is the way I work.”
If these statements resonate with you, or other members of your senior management team, perhaps you are more resistant to change than you imagined?
We often talk about employees being resistant to change, but it is not unique to them: whatever your role within an organisation, change is not always welcomed – even by those who instigate it.
Reluctance to move forward may circulate around:
- Re-shuffling of the organisational structure – new faces, different roles and certain promotions can all be challenge workplace politics
- Process adjustments – old habits stick hard, so changing them requires active effort
- Changes to technology – learning new systems takes time and energy, which you may be reluctant to give
- Updates to products and services – times move on and so too must a business’s offerings, but sometimes that is hard to come to terms with
In order for a change programme to be successful, you have to accept the truth, no matter how brutal. This is particularly relevant if the truth is personal to you.
While you expect employees listen to feedback and embrace the change, ask yourself if you are willing to respond to that feedback too. If you want other members of your team to change, then you need it is up to you as management to lead by example.
Key Factors For Successful Change Initiatives
Once you’ve acknowledged that you are a part of the need for change, the next step is to take advice on board and make personal changes. You can then step up and play a positive role in the change programme, encouraging others to take part too.
While you may be partly responsible for the situation your business is in, you can take ownership of the change programme and proactively bring change about.
Not Ready To Own Up?
An interim manager may only work for a few months, but they need an in-depth understanding of the business to make the assignment a success. Make sure they know key processes, reporting lines and the organisational structure. Good interims are adept at picking up on these things, but providing the knowledge early on will ensure they begin as quickly and effectively as possible.