Post by moon125 on Nov 6, 2024 3:33:28 GMT -5
Organizations that thrive in times of change behave more like living organisms than machines – they adapt and evolve rather than reprogram and retrain. Let’s talk about what helps them change quickly and painlessly. Below are eight principles.
Be honest with yourself
To get to the "wonderful faraway place", you need to draw a route where point "A" will be the current state, and point "B" will be the future. The main thing in this journey is to correctly assess the current situation. Do not embellish, do not lie to yourself, but trust the facts. The second most important thing is to describe the company's vision for the future as accurately as possible. This is the only way to create an effective plan to achieve what you want.
Draw a common happy future
The future cannot be seen, it can only shopify website design be imagined. But a company may employ hundreds or thousands of people, and each will have their own idea of it (even based on the same initial data).
The company's task is to take on the visualization of the future: draw a roadmap and introduce employees to it.
Important! The roadmap should be simple and clear. Everyone – from the junior employee to the top manager – should understand where the company is heading.
Image of the future
Create the future together
Employees will support what they have invested their own efforts in. It is impossible to achieve involvement in a common cause through communication alone. Therefore, the team should be involved in joint creativity as much as possible - let them generate ideas, test, express wishes and contribute to the project in any other way. This will develop a sense of involvement in employees, and the company will receive a team ready for change, not to fight it.
Harvard came up with the “IKEA effect.” It means that when people take part in the creation of a product, they value it higher. The conclusion was drawn from one interesting study: two groups of people were given IKEA cabinets, only one group - disassembled, and the second - assembled. The first group, who assembled the cabinets themselves, was ready to pay more for them than the second. The effect applies to employees in a similar way. If they put effort into creating the final product, they tend to be proud of it and act as “brand advocates.”
Tell stories to employees
Look for examples of overcoming problems in the company and share them with employees. This is the best way to cultivate empathy and understanding in the team.
Empathetic and understanding employees will not only “not resist” changes, but will also become their ambassadors in the company.
Renowned screenwriter Robert McKee warns: a presentation containing dry numbers and arguments following from them will leave employees indifferent. Even if it is an attempt to convey a brilliant idea. What's the problem? It is impossible to influence the emotions of your listeners in this way.
To engage emotionally, it is better to tell a story. And it must obey all the rules of dramaturgy.
Start by describing the main character and his life.
Give a premise - the hero faces serious challenges. For example, a major client leaves.
The hero makes attempts to cope with the problem.
End of story: the hero copes or not.
A conclusion is drawn.
A story about a colleague who overcame difficulties and coped with everything (or not, but gained experience) will awaken empathy in employees and motivate them to take action.
Judge by deeds
Make a rule in the company: evaluate employees and managers by their actions. Beautiful words about intentions should not blind the eyes and add points, only reports on the results of work.
Elevating the principle to the rank of a new corporate value will open the way to change.
Avoid uncertainty
Ambiguity and uncertainty are natural by-products of change. The antidote to them is trust. There is only one way to achieve trusting relationships with subordinates – create the most open environment possible. All successes and failures should be visible, and managers should always be in touch with employees. Then changes and their results will not frighten the team.
To prevent employees from being scared by changes, provide them with a communication channel for “talking things out.” You can organize such a channel in different ways – open a “hotline,” create a special mailbox, or conduct surveys . The latter method will allow you to keep your finger on the pulse and notice the growing panic in the team in time, rather than waiting for dissatisfied employees to start writing and calling.
Be honest with yourself
To get to the "wonderful faraway place", you need to draw a route where point "A" will be the current state, and point "B" will be the future. The main thing in this journey is to correctly assess the current situation. Do not embellish, do not lie to yourself, but trust the facts. The second most important thing is to describe the company's vision for the future as accurately as possible. This is the only way to create an effective plan to achieve what you want.
Draw a common happy future
The future cannot be seen, it can only shopify website design be imagined. But a company may employ hundreds or thousands of people, and each will have their own idea of it (even based on the same initial data).
The company's task is to take on the visualization of the future: draw a roadmap and introduce employees to it.
Important! The roadmap should be simple and clear. Everyone – from the junior employee to the top manager – should understand where the company is heading.
Image of the future
Create the future together
Employees will support what they have invested their own efforts in. It is impossible to achieve involvement in a common cause through communication alone. Therefore, the team should be involved in joint creativity as much as possible - let them generate ideas, test, express wishes and contribute to the project in any other way. This will develop a sense of involvement in employees, and the company will receive a team ready for change, not to fight it.
Harvard came up with the “IKEA effect.” It means that when people take part in the creation of a product, they value it higher. The conclusion was drawn from one interesting study: two groups of people were given IKEA cabinets, only one group - disassembled, and the second - assembled. The first group, who assembled the cabinets themselves, was ready to pay more for them than the second. The effect applies to employees in a similar way. If they put effort into creating the final product, they tend to be proud of it and act as “brand advocates.”
Tell stories to employees
Look for examples of overcoming problems in the company and share them with employees. This is the best way to cultivate empathy and understanding in the team.
Empathetic and understanding employees will not only “not resist” changes, but will also become their ambassadors in the company.
Renowned screenwriter Robert McKee warns: a presentation containing dry numbers and arguments following from them will leave employees indifferent. Even if it is an attempt to convey a brilliant idea. What's the problem? It is impossible to influence the emotions of your listeners in this way.
To engage emotionally, it is better to tell a story. And it must obey all the rules of dramaturgy.
Start by describing the main character and his life.
Give a premise - the hero faces serious challenges. For example, a major client leaves.
The hero makes attempts to cope with the problem.
End of story: the hero copes or not.
A conclusion is drawn.
A story about a colleague who overcame difficulties and coped with everything (or not, but gained experience) will awaken empathy in employees and motivate them to take action.
Judge by deeds
Make a rule in the company: evaluate employees and managers by their actions. Beautiful words about intentions should not blind the eyes and add points, only reports on the results of work.
Elevating the principle to the rank of a new corporate value will open the way to change.
Avoid uncertainty
Ambiguity and uncertainty are natural by-products of change. The antidote to them is trust. There is only one way to achieve trusting relationships with subordinates – create the most open environment possible. All successes and failures should be visible, and managers should always be in touch with employees. Then changes and their results will not frighten the team.
To prevent employees from being scared by changes, provide them with a communication channel for “talking things out.” You can organize such a channel in different ways – open a “hotline,” create a special mailbox, or conduct surveys . The latter method will allow you to keep your finger on the pulse and notice the growing panic in the team in time, rather than waiting for dissatisfied employees to start writing and calling.