In order to keep up with the opportunities in the new business environment, but also to be able to successfully face the challenges, companies need a great capacity to implement change. Whether it is one that aims to adapt, or brings innovation and opens new avenues, change always produces a certain level of resilience in the organization.
That is why it is not easy to make the change within a company, especially when you are the one who assumes the management of this process. You must have multiple skills. First of all, you must have professional experience so that the chances of transforming the company increase significantly. Secondly, you need to be able to inspire the team to want change and be a leader who encourages and trusts people. Third, you need to be able to find the balance between penalty and reward, to make sure that managers take on the change, and to make sure they get results. These three aspects shape the way we think about allocating resources, often limited, to the company's transformation priorities.
Mobilizing the management team for change
As a leader who leads the transformation of the company, you must not let yourself be followed by the decisions of the past, in the decisions you make now. You must have experience working in turbulent environments and you must enjoy the support of the management team. You need to define a clear mandate that gives the responsibility to all stakeholders to ensure that the company's change targets are systematically met. The transformation of the company must be defined as SMART process in the management team, and the remuneration of managers must be linked to the implementation of the steps to implement the change. Thus, you become the leader of a complex process that involves many initiatives that managers are called upon to implement. From this role you set the tone for change, stimulate the team's enthusiasm and challenge the rethinking of processes. In this course, you rely on facts and value independent analysis.
The integrative approach to the change process
Unlike the niche expertise of the specialist, as a leader with the vision of changing the company you must have a cross-sectional perspective of the process; you must have seen and experienced a lot of different business situations and challenges during your career in order to be able to guide the process towards synergy and integration. Only with this experience will you know when to encourage people and when to press for transformation.
And yet, there are situations in which transformation can fail. Your power, focus, and ability to make things happen can vary over time. Anything that undermines the process of change undermines the position of the leader of transformation. If managers and employees fail to recognize the urgent need for change, your mission as a leader in the transformation process will probably be very difficult.
Negative mentalities and behaviors, propagate in the company demobilization, that's why your role is to dismantle them through a clear, open communication, but also firmly. When the future of the company is at stake, the time lost in unnecessary debates and bureaucracy is a sign that the organization does not fully support the process and tools of transformation and that your message about the opportunity for change does not achieve its goal. That is why it is necessary to communicate with people in formal and informal contexts in order to show them repeatedly the benefits that each of them will have from the change. Only by declining in communication the positive side of change for each department, team, company will you ensure the positive outcome of the transformation process.
In conclusion
The mission of the leader in the process of transforming the company is not at all easy. He must have the support of the people for the future vision, to change the way of working, to guide those in the management team to achieve the transformation, to make a map of the change process that generates value, to understand how to transform the company culture. from what is to what is relevant to be for transformation. The successful transformations of companies are the result of inspiring leaders, capitalizing on the individual talents of team members, but also recognizing and rewarding performance in implementing the change process.
Datele nu mint, dar nici nu menajează. Cifrele care arată o scădere, o nemulțumire sau o performanță ratată sunt, adesea, lăsate „pe mai târziu”. În realitate, acel „mai târziu” costă cel mai mult. Pentru că datele incomode sunt, de fapt, singurele care spun adevărul complet despre o organizație.
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