I will discuss organizational culture, mental health, and employee engagement.
It is inevitable to experience change. The way we manage our teams is our job as leaders.
Change is inevitable over the next year. Your business will likely hire an executive who is new to the job or go through the process of acquiring or merging, introducing an entirely new computer system, or confronting a new competition. Change can shake employees’ confidence even in the most stable organizational cultures. In reality, it’s the time that organizations require their employees to be the most committed, but their trust is often questioned.
One thing that sets a top company apart is how managers respond to changes. Leaders who are well-prepared to handle these events. If they can accept the anxieties of employees and ensure trust is maintained, The cumulative effect can boost results for customers, clients as well as shareholders. In addition, the correct control of change ensures employees that their faith in leadership is solid and can lead to an environment of trust that is greater than before.
Over the past ten years, hundreds of leaders have led their teams through changes. I’ve observed certain things that the most successful leaders excel at.
They Find The Masterpiece in the Mess. Managers who transform their teams into top ones aid their employees in making sense of the market chaos surrounding them. They also ensure that their employees are aligned with the company’s goals and assist each employee to realize that their specific job contributes to the success of the new ways of doing business. Also, when they are amidst the chaos of change, managers enable their staff to realize the great thing they can be. It starts with clear communication. This might appear simple however it takes work to meet a leader who can inspire their followers to feel as if they’re walking through the darkness with one another and not on their own.
They define the Burning Platform. Employees typically only accept an entirely new approach to business with clear and convincing motives. Yet, most managers need to explain why they’re introducing new concepts and strategies or ask their employees for better outcomes. In the most productive workplaces, leaders establish their new goals with fantastic clarity and repeat them often. They also inspire a sense of urgency, making clear that if we don’t all do our best to fulfill the mission soon, we’ll be at the edge of disaster.
They train team members to be cheerleaders for one another. The most effective change managers excel in rewarding good work and creating an environment that encourages employees to cheer for one the other and have each other’s backing. Teammates in these settings have significantly more positive attitudes and spend more time expressing gratitude for each step toward the objective. The soft and fuzzy abilities of recognition and appreciation build an energizing esprit de corps and determination to live the ideal lifestyle.
Let me present an illustration of these ideas in the real world. When he was CEO of the O.C. Tanner Company, Kent Murdock hosted a general company meeting. This started a massive IT overhaul that he was aware could be a burden on the entire company. He explained why the overhaul was needed and requested all employees to help him personally with one of the most modest and brave speeches I’ve ever heard.
Then he said: “I’ll tell you how we’re going to save the company … It’s a mystery to me. I do not know. If human ingenuity can produce a miracle, we’ll be able to accomplish it. My capabilities don’t encompass all the concepts needed, and my brain can’t hold all the answers, but I’ll recognize an excellent one when I see it. And I’ll be able to recognize the person for it. The future of our world is within your heads. Together, we can be Albert Einstein. We are geniuses. What are you saying we could do?”
Then, he opened his door, went through across the halls, took a seat, and listened.
Ideas began to emerge. They started slowly at first. However, once he saw the great ones in public, people began flowing into them. What did they get? Within the three years following the speech, his business did not just get through the upgrade of its computer but also grew by over 20 percent in sales and decreasing headcount via the process of attrition.
The process of change is not easy, but it is achieved with careful planning and focus on the needs of employees and customers. Communication is the key to the process of change. Through humility, courage, and a sense of discipline, the best management teams listen to their employees and provide the reason. Regardless of the situation, whether good or bad, we must face challenges as a group.
