MANAGEMENT
managed a successful transition or if there are sources coinciding with that phase are in place
additional problems that you need to address and ready to be deployed.
through communication and education. • Clarify everyone’s respective role and respon-
• Focus on your leadership ability. As manag- sibilities so that they can embark on their tasks
er, it’s your job to convey the nature and the without wavering or delay.
long-term effects of the change, and what oth-
er options exist. To be an effective leader in the 3. Making a change for the worse: The
change management process, it also helps if worst-case scenario is that you implement
you: a change only to find that it was the wrong
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Are passionate for your vision of change or course of action and, for example, isn’t boost-
risk burn-out. Attend to your own needs first, ing productivity, revenue, or morale.
as organization-wide change can be highly
stressful. How to avoid this circumstance:
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Target your campaign for change to the • Schedule a dry run or construct a prototype
different management and worker groups before embarking on a full-fledged change-
within your business. Outline for each the rea- over in terms of your service or product.
sons why change is necessary, how it general- • Work, as you did in the planning phase, to-
ly will be carried out, and where they can go ward a specific date when the team will decide
for additional information whether to go forward with the test phase or
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Inform employees how they will be per- prototype.
sonally affected by the proposed changes. Once a change does occur, it’s very important
2. Lost in transition: Even when a decision to keep your group informed and to communi-
to move forward is made, a project may lose cate with everyone affected by the change on a
steam if less adaptive employees or groups in- regular basis. Let employees know what is hap-
sist on clinging to the old way of doing things pening. If your communication skills are weak or
or try to fashion an interim plan they feel more you don’t have a formal way of letting employ-
comfortable with. ees know what is happening, set up a meeting
before you hit this stage of the change process.
How to avoid this pitfall: By keeping everyone informed, you reduce the
• Immediately engage employees in plan-re- chances of low productivity and low morale that
lated activities as soon as the team gives the often accompany unaccepted change.
green light to advance to the next phase.
• Make sure that all necessary training and re-
By Pamela Barnett
June 2009 11
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