MANAGING CHANGE, IMPROVEMENTS and ADVANCEMENTS
What is it?
Why would this be needed?
What are the challenges?
The Top Ten Keys to successful change management
By Michael Marshall, PhD ‘TheBusinessDoctor’
‘Change management’ simply explaining is managing change.
In the business environment, change can be many things including:
– Production & manufacturing
– Internal technology enhancements
– New markets
– Attitudes of all types
– Behaviors of all types
– Customer relations
– Employee relations
– Customer service
– Communications of all types
New business competition is emerging, technologies and products are quickly advancing, business practices are advancing.
Customer needs and markets are fast changing.
To address these fast-changing needs and to stay competitive, businesses must be progressive with managing their own changes and advancements.
Managing change and advancements is important for business organizations to assure business development.
Those business leaders and management level that are responsible for ‘change management’ and managing change; often need additional education, trainings and
skills to be successful.
Outside professional consultants can be utilized to help.
Challenges to successful ‘change management’ include:
– Lack of senior leadership support
– Lack of skills of management level in ‘change management’
– The ‘Nay Sayers’ of employees and management level that can sabotage efforts
– Individuals with selfish self-serving ideas and egos creating obstacles
– Lack of employee understanding of the need for change
– Obtaining full cooperation of all staff for change
– Having a well thought out plan for implementing with time lines
– Timing of change needed to be proactive to avoid business decline
– Having a thorough understanding to the changes needed, their importance and
the negative consequences if the change does not happen now
There are more challenges but these are some of the more common ones.
The Top Ten Keys to successful Change Management include:
1. Have a thorough understanding to the changes needed, their importance and
the negative consequences if the change does not happen now.
This information to communicated to all staff and employees.
2. Have strong support from senior leadership
3. Coordinate current training in Change Management for all management and employees
4. Have a well thought out plan for implementing with time lines
5. Prior to implementing changes create employee teams to investigate changes needed and how to implement
6. Have creative incentive programs for employees to help gain cooperation and personal initiatives
7. Coordinate continual formal company wide celebrations for progress and successes
8. Significant communications internally with all employees as to teams progress and changes being implemented
9. Continual formal acknowledgment of both individuals and teams efforts for progress with change
10. Willingness to modify changes if needed for good business reasons
Many ask: who are more difficult to obtain understanding and cooperation for the changes needed; senior leadership, management level or employees?
It is a mix.
When I am pressed to commit which group is most difficult, I would say senior level leadership due to the financial support and operational changes that may be needed.
I am also often asked about how to handle individuals that are ‘The Nay Sayers’ and those that are creating obstacles to progress with changes.
This subject is important.
With such individuals, it is important to have them explain their personal thoughts as to why the changes are harmful or not productive and ask them for their ideas about what are possible alternatives.
Everyone’s ideas, thoughts and insights are important.
If their thoughts, ideas and concerns are valuable and valid, utilize them and incorporate them.
Of course show appreciation for their contributions of such.
This approach normally is effective in most situations.
Occasionally, individual’s lack of cooperation for change management is a negative self-serving issue.
Such instances need to be recognized for what it is immediately.
In such cases, a strong discussion of the need for their full cooperation and contributions is needed with the alternative being to immediately leave the organization to seek employment in another organization.
Then keeping close observation of the situation is needed to determine what the next step must be.
If the situation needs to progress onto the individual leaving the organization, keep it professional but move on with the situation immediately to avoid negative impact on
the organization and progress.
Business organizations that have risen due to good fortune without good skills will not be able to sustain their growth and will decline.
Early in a business organization’s life, it is difficult to diagnose the issues needed to be improved to help grow the business but easy to implement and fix if able to figure this out early.
Later on in the life of a business organization it is easy to figure out what needs improving and what needs changing but then improving and making changes is very difficult.
When tasked with business development or change management, it is wise and important to diagnose the ills before determining the treatment and improvements needed.
Few have these skills.
Good skills require good fundamentals.
This information should be helpful for your organization’s needs and business development.
If you have further questions or need some help, you can give me a call or email.
Michael has more than 30 years of business experience focusing on business development utilizing extensive skills in marketing, sales, and communications; both national and international.
This experience comes from starting at field staff level positions and then progressing up to senior level Director and Vice President positions in several industries and markets.
His expertise is also utilized in special advisory and consulting situations, as well.
Prior to his extensive 30-year business career, he studied advanced engineering and then transitioned to psychology and social human behavior.
He was a mental health counselor for several years in some major medical institutions prior to a business career.
In these endeavors he learned what makes people do what they do, what influences others, how to motivate positive behavioral change; and the importance to a strong foundation and the individual components in a structure.
Among the senior level positions held during his 30-year career, Michael has held director and vice president level positions in marketing, sales and business development in several industries and markets including medical.
Michael’s education and trainings include a PhD in business concentrating in marketing and business development, an MBA, bachelor degrees in psychology and social human behavior, advanced post graduate certification in marketing from UCLA, formally trained in ‘Creativity and Out of The Box Thinking’, federally certified in international business, and being an alumnus of six universities.
He has over 35 formal trainings and certifications covering the fundamentals of business development, marketing, sales, communications, management and leading a business to significant sales and profit growth.