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¿Estamos dispuestos a aceptar los cambios?

¿Do we still accept changes?

Finding the courage to embrace change and take chances is the only way to succeed.

Scott Steinberg

Monday morning!!! 9:00 a.m. We know all senior managers are in a very important meeting in the main room. All employees are impatient, some of them anxious.

11:00 a.m. HR Manager and General Manager call a meeting with middle managers and some key employees. They announce a major change in how company does business and an implementation plan.

Some months later employees are wondering themselves what happened with those changes that management presented. It didn’t happen anything. How was that possible? Most of people involved in that change had to attend new urgent projects.

After all these difficult years, companies tried to reinvent themselves in order to survive in a world with high levels of competitiveness. In spite of pursuing with power implementing changes successfully, recently researches made by  strategy& showed that only about 54 percent of change initiatives succeed.

These failures are creating great skepticism in all the employees of companies that promote change and fail in the implementation, creating a very negative impact in their employees and at the end certain fatigue.

Changes must be planned in a very appropriate way. Sometimes managers try to foster changes very fast, or even they push many things at the same time. A well planned and managed change requires a period of time to do what it is necessary to achieve a success. Meanwhile employees often wait to see which initiative has the most staying power before investing the energy to alter their behaviors.

It is very important for top managers don’t lose the complete and deep picture of the company. Sometimes problem is that business leaders think that as much as new ideas and change projects are coming much better results can be obtained. But this is not really true. They sometimes don’t zoom out and look how many changes are going on at the same time. Sometimes also they lose the way changes are affecting to different departments in the company. All this, of course, is not supporting implementation of changes in a successful way.

This unsuccessful changes implementation is creating such fatigue when changes must be faced, that result in higher rates of employee absenteeism, lower engagement and ultimately higher turnover of employees as top performers get frustrated and finally they leave the company.

Leaders should develop a plan for introducing new change initiatives and they should consider with a lot of care and attention the forces and resources available for assuming those changes. Each change requires different plans and furthermore different resources to face it.

It is more adequate to be more strategic with the introduction of changes so leaders must care  about not only what is introduced but when and how are introduced the changes.

Getting the right coalition will be key part of the success. So keep an eye and gain the support of your top managers but do not forget your medium and lower level employees making them participate in the change initiatives. You will win big portion of success assuring this involvement. If you’re pushing change on people and not allowing them to be part of the change effort, you’re going to get resistance.

And above all, explain to employees what the change means to them and to the organization. Focus on just a few key behaviors that they should change. Finally revise your culture’s strengths that are aligned to the change. You will be leading likely a successful change.

 

 

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