LEADING CHANGE SKILLS TRAINING
FOR YOUR ORGANIZATION
FOR YOUR ORGANIZATION
How Change Affects BusinessChange is an inevitable part of business, but it doesn’t sit well with a lot of people. In the short-term, effects of change can be painful and hard to adapt to, but it can have a positive impact on success in the long run.
The intent of organizational change management is to lessen negative reactions of any general changes in a business. Whether it’s employees learning a new skill, restructuring hierarchy and responsibilities, or rolling out new software, change management involves a top-down approach.
By managing change, businesses can maintain a constant state of growth that allows workers to stay motivated and productive during the transition phase. But there’s a distinct difference between managing and leading change.
By leading change, leaders showcase and model behaviors they want to see in their employees. While change can be a turbulent or uncertain time for many, having someone to look to can be comforting to employees as they worry about their jobs, skills, and role in the company.
When leaders are great at handling change, they’re able to cultivate a culture that promotes innovation. If everyone feels comfortable sharing ideas, some great innovations can develop to help business growth. One small idea can spark a huge success for the business.
Adapting can help a business keep up with new industry trends. Doing so can help attract new customers as well as keep current customers. If your competitor develops a new, innovative product or software, developing something similar can only help you reach new and retain current clients.
And changes don’t always have to be sweeping. Simple alterations to processes can help make your business more efficient. From a new point of sale to a hybrid working solution to computerized payroll, these changes can help make jobs easier to complete while making things run more smoothly.
Types of ChangeThere are myriad changes that can occur in an organization. Here are 5 types of change you could encounter in your business.
Organization-wide change is on a company-wide level. Every employee is going to be affected by this change from CEO to entry-level. This type of changes could include restructuring the organization, initiating a policy change, or rolling out a new email system. Leaders and managers should meet one-on-one with employees to review the change and see how it affects them.
When a company either goes on a hiring binge or begins to lay off employees, these are examples of personnel change. Both can have a serious effect on employee morale and productivity. Naturally, many employees fear layoffs or furloughs, and anxiety can skyrocket. This would be a great time for leaders and managers to step in, talk to employees, and hear their concerns to help alleviate the feelings employees have.
Transformational change relates to changes within a company’s organizational strategy. When you’re suited to withstand rapid changes, you can be more adaptable when the time comes. When looking at this type of change, it is important to consider current innovations, recent culture trends, and what the social climate is like in your area. Managers and leaders should be aware of these topics and address what’s happening with employees.
Remedial change occurs when a company reacts to poor performance or a deficiency of some kind. These types of changes include new equipment or software, opening a new job to close a gap, and creating a new training and onboarding program. Managers and leaders should be ready to provide coaching and training if there are new implementations or mentorship if there are new hires.
This is perhaps the most stressful change that can occur – when the unexpected happens. You can plan for hirings and firings. You can roll out new initiatives after lengthy discussion. But when blindsided by a scandal, for example, chaos can explode through the organization. Leaders and managers need to have strong communication skills and be open and transparent throughout the process.
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