Business consultants and trainers often report that they meet a large number of changeable managers and employees in a team, for example in the sales department. They have recognized the need for change and want to get involved in profound change processes and the bottom.
The Keeper Gene - Enemy of Change
Then, however, the sales manager and the salesman come across invisible boundaries that block any change. Often, these are unwritten norms and rules which have established themselves over time in a company and which are placed in the way of irreversible paradigms of change.
In other words, people willing to change meet structures that prevent change: "We can not do that, we have always done it so successfully, and we can not just throw the tried and tested business processes overboard," it says Code>
Wind of Change: Change as Project
I have often witnessed this in the traditionally conservative financial services sector. There are financial service providers who want to re-establish the relationship between foreign and in-service services. The service should be more sales-oriented and lead to sales-related and sales-supporting conversations - from the office.
Organizational framework
It is then interesting to observe how quickly an alliance of the preserving forces is formed: Of course, there are always people who have made themselves comfortable in the comfort zone and do not want to change. In addition, there are those unwritten rules and laws which state: "For God's sake, the field service is the field service, and the service is the service, that has always been the case, and that is the case, and that remains so." Br>
The end of the song: It changes little, because there are individuals and groups with great influence, which ensure that the "preserving gene" is asserted and everything remains the same. What are the consequences of this?
Even though this is a long and sometimes painful path, it is necessary to anchor the will to a constant change in corporate philosophy and corporate culture. Otherwise the change process is missing the foundation and the substance.
However, an enterprise culture must develop, and this takes time. In the case of complex and major change processes, however, the "wind of change" must be ignited by management. Change is a management task, bearers of change is the management, is the management. This means two different
1. In the long term, the change will take up the corporate principles to establish a change culture. At the same time, management identifies those myths, unwritten rules and paradigms - to distance themselves from them and to say goodbye, and thus to cut off the old braids that inhibit the change. Specifically, the old braid of the classical division of tasks between internal and external service is unmasked as untimely. And the arguments that speak for a redistribution of the tasks are called crystal-clear.
2.Competition or a better kick-off event. Management can not wait until a corresponding corporate culture has established itself. That is why it declares the change - the one to the sales-active in-house service, in order to remain with the example - as a project task. Once again, in a kick-off event with all executives and employees, the management represents the necessity and meaningfulness of the process of change. Executives and employees get involved in the process and submit their own proposals on how change can be achieved. The advantage is that stakeholders become involved. Within the framework of the kick-off, those unwritten laws and paradigms can be expressed and discussed in order to finally separate from them.
The main goal of every kick-off event is to spark the company's so important and indispensable "wind of change", the change spirit and the change-fire, which makes all parties involved enthusiastic supporters of the inevitable change process. If this change spirit is established, it is much easier to create and implement the structural and organizational framework necessary for the change.
If the "wind of change" is a source of inspiration, the company is attracting more and more circles. It motivates people to cope with the rather difficult and problematic accompanying phenomena that accompany every change in the garb. Even the more skeptical leaders and employees are now ready to embrace the change and to let go of the persevering people who have persuaded them to stick to what is proven and to go new ways.
To ensure that the power of the "wind of change" is not weakened, the company needs change agents, which means that the managers who are responsible in the middle management are responsible and form the link between management and employees. They keep the change ship on track with an ever-changing change wind, transport the change from the management level to the employees, and ensure that, at the organizational level, we are able to build up the competencies they have acquired for The sales-active approach.
Change agents as guardians of change
They therefore maintain the motivation of their employees to work no longer simply in the company, but in the company and actively and actively contribute to the further development of the company.
The change agents support those employees who are willing to act as entrepreneurs in the company. This is called Intrapreneurship.
Entrepreneurs in the enterprise
It is about behaviors that do not correspond to those of a classic worker who fulfills his duties at the workplace every day because he is paid for it. An intrapreneur is willing and willing to contribute to his own initiative and self-responsibility, and to develop and implement ideas that bring the company forward.
This initiative must not be expected by employees. Leadership must give employees the necessary leeway, trust them and create opportunities to realize entrepreneurial thinking in the workplace. Intrapreneurship needs both
Even if the management and the change agents succeed in igniting the "wind of change" and developing as many employees as possible into intrapreneurs, there will always be change opponents who, despite all the plausibility and necessity of the change process, reject change, fear Who are not willing to admit it. If one does not want to separate from these people, the question remains how to constructively deal with them and their resistance.
Use constructive resistances
Conclusion
An alternative is to use their persistence. The Change Agent looks for the conversation with the Presidents and listens to their objections. But he asks them to explain why they do not want the change process and reject it. This approach has the advantage that the change opponents feel taken seriously. And perhaps there is a grain of truth in their objections, perhaps there is something in the objection that is worthy of consideration.
Let us assume that a financial service manager's in-house employee refuses the change to the sales-active service on the grounds that he does not have the competences to make sales-supporting telephone calls with the customers. This is an objection with hand and foot.
The Change Agent clarifies the extent to which it is possible for the service worker to build up the missing competencies. It may be enough to give him an intrapreneur for a while, a colleague who has already gained his first experience as a "sales-active telephone operator" and who likes to spread his know-how to the misgive because he sees himself as an entrepreneur in the company.
Not always the tried and tested must also be the antiquated, which belongs to abolished. The critical view of the custodian, whether there are processes in the company that should be excluded from the change, can be used productively to identify and eliminate potential weaknesses in the process of change.
Management and Change Agents should be aware that changes in the organizational and, more specifically, on the personal level of the people - the executives and employees - can not be achieved in a fast-paced way. Because it is always about the break-up of polished patterns of action and thought, to the passing of the past, usually successful and established behaviors and ways of thinking.
The desire for change is quick and easy. Updating it in daily action is a matter that requires a long breath and a continuous effort.
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