The rate of change today is very high compared to just ten years ago. Change pressure requires great adaptability, and several change initiatives often need to be implemented within the same time period. This creates inefficiency and unacceptable levels of stress and fatigue in the organisations.
Successful change implementation can be attributed to companies building upon an inherited foundation in communication and leadership. Avoid introducing new initiatives without a clear foundation. The level of avoidance depends on your organizational foundation.
Skipping middle managers is a common mistake. They may lack knowledge or not have gone through the personal change process themselves. This is due to their being overlooked as a change communication target group. A middle manager acting as a change leader is the strongest communication channel to drive change.
Improperly preparing for change is a common trap to avoid. Rolling out new working methods or tech solutions without target group analyses, planning, or cultural comparisons can lead to ineffective solutions. Ensure proper preparation to avoid frustration and avoid forcing square pegs into round holes.
To remain relevant, companies make significant changes at multiple levels. Over 80% of employees experience cultural tensions or competing priorities that are hard to balance. Clear communication, presence, and overview of staff work situations are crucial.
Genuine commitment to change reasons can lead to significant transformation. Day-to-day operations are impacted by purpose and reason, making it essential for effecting change. The “why” is often overlooked, but inspiring a genuine commitment to it is crucial. Communicating the scenes of purpose and reason effectively is essential for the best outcomes.