7 Tips to Stay on Top of Change

Change is a constant. People, departments, and teams respond to change differently. The same change implemented in different areas can produce distinctly different outcomes. Helping everyone in the workplace to be and stay engaged during a change will increase the probability of an end result that is positive. These tips show you how to stay on top of the change engagement process by thoroughly preparing for it, while allowing for various outcomes. These tips allow you to take a structured approach to organizational change and still maintain flexibility.

1. Motivation for Change
There are internal such as well as external reasons for change. Internal reasons could include upgraded technology, expansions and growth, or continuous improvement. External reasons could include reorganizations, management changes, relocations, or acquisitions/mergers. Recognizing the motivation for change can help everyone start the process together.

2. Analyze the Situation
As the change moves forward, leadership takes the time to analyze the risks and opportunities associated with the proposed change. This will include the following questions:

• What are the potential gains in undertaking the change?
• What are the costs?
• What are the risks of making the change?
• What are the risks of not making the change?

3. Plan the Direction
Once the analysis is complete and the decision to move forward has been made organization develops a plan for change implementation. This is a critical step and many organizational change initiatives fail because of lack of careful, thorough planning. In this step, the stage is set for the ultimate success of the change. Key elements of the plan must include:

• Planning for the impact of the change on individuals who will be most affected.
• Planning for the impact of the change on the systems within the organization that will be most affected.
• A step-by-step plan for integrating the change into the organization.
• A review plan to measure the success of the proposed change.

4. Implement the Change
Depending on the type and scope of the change, implementation within the organization may be gradual or abrupt. Changes such as layoffs or acquisitions often are implemented with little prior warning; while staffing, reorganization, or technology changes may be phased in over a period of time. The team's most critical role in this step of the change process is to maintain open, honest lines of communication with each other. Consider the following:

• Define individual responsibilities.
• Announce and launch the change.
• Adhere to timetables.
• Promote the anticipated benefits of the change.

5. Review the Direction
Once the change has been implemented in the organization, the outcomes of the new structure and system need to be monitored. Change evolves. This means that the change may not develop exactly as planned or that every individual affected by the change will react as anticipated. Everyone can observe review checkpoints to see whether the change is working as anticipated and is producing the desired results. To help everyone participate in the review establish and communicate the following:

• Establish ways of measuring results.
• Communicate criteria for successful change outcomes.
• Coordinate the gathering and measuring of change effects.
• Inform key team members consistently during the review process.

6. Adopt
When you have reviewed the change implementation and found it to be succeeding as planned, the organization adopts the change and it becomes part of the new organizational norm. The review process transitions to the ongoing monitoring of the changed systems and relationships within the organization. Some questions in continue to ask include:

• How well is the change meeting planned outcomes?
• How well have you adjusted to the new status quo?
• What aspects of the change have not met expectations?
• What is your role in making those aspects more successful?

7. Adjust
If the review process concluded that the change is not working as planned, you should adjust the change implementation. Assuming that the organization executed the change analysis and plan accurately, you should be able to adjust the implementation of the organizational change to achieve your desired results.

• Determine where the outcomes are falling short of your plan.
• Engage key individuals in determining adjustments that need to be made.
• Keep the lines of communication open with everyone involved.
• Make adjustments to the review process and to the change implementation.

Leadership Training for Managers helps managers and supervisors discover how to lead people and manage process. Contact us for more information.

Life Lessons on a Bike

It was hot. I was tired. My legs hurt and I was wondering, “How did I get myself in this mess”? It started out as a dare. Then it seemed like an exciting adventure. At the end of day one I just wanted to throw in the towel, call my Dad and go home. My challenge? I was attempting to ride my bicycle across the United States of America. It was day one, and I was only 35 miles into my 3237 mile trek!

I learned two lessons that summer as I rode my bicycle from Solana Beach, California to Rehobath Beach, Delaware: “gear down” and take life one day at a time.

The first lesson, take life one day at a time:
On May 28th, our first day, I was convinced that I would be riding for the rest of my life and panic set in. By taking it one day at a time, even one hour at a time the daunting task began to seem possible as the miles, mountains, Great Plains, Mississippi River went by. The Ohio Valley, the West Virginia Mountains, our Nation’s capitol and then the final road into Robeth Beach, Delaware on July 4th came and went. Yes, it was fun. The accomplishment was even greater. Knowing that I did something that for most people would seem impossible to do, by taking life one day at a time.

The second lesson, “gear down”:
The reason I was in so much pain the first day is that I wanted to be the first to the top of the hill. I want charging up in high gear. Yes, I made it and was totally spent. As I learned to “gear down” it took a little longer but I was rested at the top and could enjoy the vistas. “Gearing down” allowed me to be consistent, avoiding the highs and lows that would have certainly derailed my journey either through discouragement or injury.

I know we live in challenging times. Here are some tips to get to the top and enjoy the vista.

1. Live and enjoy each day.
   
2. Realize that tomorrow will come, be present today!
   
3. Remember there is a difference between fore thought and worry thought.
   
4. Finally, “gear down” to increase your efficiencies and over all effectiveness.

These tips allow us to enjoy the trip and not be blinded by the final destination.

I have discovered a little secret in life that I will now share with you. No matter what you do, hiring the right person, closing the challenging sale, sweeping the floors, or riding your bike across the dessert in 120 degree heat. . . . .

Stay focused on what you can do rather than focus on what you wish you could do.

Motivation

What can a High School student teach us about motivation? Find out in this short, 2 minute, story.

Spring of 9th grade my junior high coach, Jon Walk and my father threw down a challenge that motivated me to give up my summer of leisure. They dared me to become the starting quarterback of my High School football team. As a result, I got up early every morning for 68 days and threw over 400 passes daily to increase my arm strength and prefect my quick release and drop back footwork.

Before starting my summer workouts I needed to learn three things to be successful. They were the proper:

• technique for gripping the football
• throwing motion
• footwork

To do this I spent two weeks at camp with Coach Bob Phillips. In the summer of 1975, Coach Phillips was the Penn State University quarterback coach. Coach Phillips first taught us the fundamentals. Then we practiced throwing under his watchful eye for 6 hours a day. Without this experience with Coach Phillips my self-imposed summer throwing schedule would have been useless.

Yes, in the fall of 1975 I won the starting varsity quarterback role for my High School. I was truly motivated by being challenged, and without the learning and training in football camp the challenge would have gone un-met.

Today in business I see and hear the same challenge from managers at all levels in organizations. They want to learn the art of motivation. The challenge most managers face is that motivating someone to do something they do not want to do is more involved than just a fiery speech or presenting an award that creates excitement and awe. More often than not, motivation of human potential starts much further up stream.

• It starts with vision (becoming the starting quarterback).
• Then we can move on to education (camp with Coach Phillips).
• Training with appropriate coaching and encouragement (6 hours a day with Coach Phillips, 400 passes a day on my own).
• And finally celebrating the success (playing as starting quarterback).

Remember, as the motivator you also need to be motivated. Who motivates you?

I dare you this year to educate and train yourself to be the best at what you do on planet Earth!