|
|
| www.1001TopWords.com |
|
|
Five Reasons Why Leaders Fail to Create Successful Change
A bold title, don't you think? I mean, change is a complex thing, so to define five reasons seems to oversimplify the issue. Let me be clear. There are far more pitfalls than these and far more possible reasons change doesn't have the desired effect. The key in this title isn't "Five Reasons," it is "Leaders Fail." Yes, there are many variables that can influence the success of change ? but some of them must be owned by those leading the change. This article will identify some of those typical failures, and while it can't in this brief format give you all the answers, it can point you in the right direction and give you some suggested courses of action. Lack of Commitment George knew he had to shake things up in his team. Other departments were complaining that his department wasn't responsive or even accurate in their work at times. So he started looking for ways to improve some work processes and get the team's attention. He held a couple of meetings to explain the situation and ask for suggestions. He even got volunteers to look at some of the work processes and got the group some help to make this happen. But deep down, George didn't want to make these changes. He was happy with his team. He didn't have any major problems internally and was afraid these work process reviews were going to reveal that he had people that would need to go. George was mouthing the words of change, but he wasn't really committed to the change himself. Want to create successful change? Get committed! Lack of Communication Lisa had explained the case for change clearly, so she thought. She even talked to some of her VP's and Department Heads and they agreed ? her message was firm, strong and hopeful. Everyone should clearly understand the reasons for this change and the steps that the organization would be taking. Three months later Lisa wondered what had gone wrong. What she didn't realize was that successful change requires more than just great initial communication ? it also requires ongoing formal and informal repeating of these messages. Communicating and communicating; both for clarity and for comfort, so people really get it. Want successful change? Communicate, communicate and communicate. Early and often, formally and informally. Lack of Patience Tom got it. He really understood why this change was important. Admittedly, it took him awhile to really get on board, but once he got it, he was 100% committed. Soon he was showing impatience with everyone else, asking himself things like: Why isn't this change happening faster? Why aren't people on board? Why is there still resistance? Unfortunately he forgot how long it took him to really get committed. Tom made the mistake of assuming that everyone "gets it" at the same rate. It takes some people longer to become comfortable with a change. It doesn't make them bad or dumb or lazy or unmotivated. The fact is not everyone gets on board the same day. Want successful change? Be patient and realize that lasting change will take time. Lack of Emotion Lois had laid out the plan. Her logic was impeccable. She had been meticulous in explaining the reasons for the change and the steps that would be taken. She described what the organization would look like when the change was complete. She has answered every question patiently and completely. And she was surprised that the change effort was falling flat. What had she done wrong? Everything she did was fine, just incomplete. Incomplete, because Lois focused on getting people to understand the change, and this isn't the same as accepting the change. Acceptance requires more than just the facts and figures. Want successful change? Remember that people need more than the facts. They need to understand the change emotionally and intuitively in order to accept and embrace the change ? and you want acceptance, not understanding. Lack of Knowledge Mike knew he had to make a change in his organization. But he had lived through so many unsuccessful change efforts that he didn't know if it was possible to really create meaningful change. He was committed to the change, believed in it, but didn't know how to make it happen. He didn't even know where to start. Want successful change? Learn what you need to do to succeed! In Closing The five reasons why leaders fail to create successful change: ? They aren't committed ? They stop communicating too soon ? They aren't patient ? They don't present an emotional case for change ? They don't know how Which reasons are getting in your way? Kevin Eikenberry is Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. To receive your free special report on "Unleashing Your Potential" go to http://www.kevineikenberry.com/uypw/index.asp or call us at (317) 387-1424 or 888.LEARNER.
|
|
|
|
RELATED ARTICLES
Budgets that Damage - The Downsides of Making the Numbers In my organisational career, I had budgets from the age of 22 to 47. I lived and breathed them and many times, budgets, the gospel that they were, caused havoc, albeit within the corporate retailer framework that I worked.Here are two examples of the damage caused. Identifying Candidates for Leadership A critical task in the succession planning process of any organization is identifying candidates. Traditionally, candidates have been identified based on past performance. While this seems logical, it is problematic in practice. Effective Meetings: Why Most Meetings are a Waste of Time Whether your company holds one meeting a week or dozens of meetings a day it is essential that this time is used efficiently and effectively. Most meetings are less effective than they could be not because they are poorly managed, but because meeting managers spend all of their time focusing on the one or two hours when people will be gathered around the conference table or video screen. Smart meeting managers know that it is the actions you take during the three days immediately before the meeting which are much more important than the meeting itself. 5 Questions Great Managers Ask (and they arent hard!) However hard we try, we seem to make life more difficult for ourselves; more challenging; more complex. Yet it needn't be so. try out these five questions with a regularity; a discipline and you will reap rewards. You will certainly reap rewards. 6 Steps To Effective Management During Change Take the pain out of gain and decrease the upheaval surrounding change by following six commonsense steps to effective management. 3 Simple Things the Best Managers Do - And You Can Too! If it's so simple, why don't managers all over the globe get this right, every time? Well, because it's so simple, it seems too easy, so busy managers squeeze a lot more in, time after time. And that makes things much more complex - just the way a manager should be. NOT. Keep it simple, deliver quality and you will not go far wrong.Here are the three things... Dialogue: the Four Dialogic Principles For Successful Communication "But you don't understand!" exclaimed the manager, "this new initiative is vital for our team. If it doesn't work we could all be out of a job!" Supervisor-Employee Relations: Tips For Managers Supervisor-employee relations are a critical part of a work place atmosphere and promoting productivity and cohesiveness. The following tips address these issues: Organizational Culture, Creativity, Innovation It can be concluded with great certainty that certain organizational cultures inhibit creativity and innovation whilst others foster it. Some organizations are just better at identifying problems, generating and selecting valuable ideas and developing and commercialising them - this is why those firms tend to maintain competitive advantage and remain leaders in their field. Creating Advisory Boards There is no substitute for soliciting the opinions of the executive team, the people who will be most affected by change or its absence. However, often the answers to complicated questions don't lie within those most affected. Frequently the CEO will need to look outside the organization for advice and wisdom. Sometimes this comes for a Board of Directors, a body of individuals that has the duty of influencing a company's direction. Members of this board have a fiduciary responsibility to represent the shareholders by making pivotal decisions. Effective Meetings - Quick Survey Here's an easy quiz to check the health of your meetings. Creativity and Innovation Management - Turning Ideas into Action The phrase "turning ideas into action" is a Russian doll. A Fast and Simple Way to Update Your Business You open your computer, the flashing button says, "We have a new update for your software program. Do you wish to update now or later?" You choose the Update Now button and immediately your computer begins to download a new version of the software program. Saying ?No? Gracefully to Customers and Colleagues Envision the scenario: You've just been asked at the last minute by Chris, the organizer of your local networking group, to replace the scheduled speaker at next month's meeting. You already have too many commitments on your plate. Imagine your response: Choices in Appointing International Managers Globalization is requiring companies to make important choices about how to deploy international managers. The costs of making the wrong choice are heavy both economically and in the emotional and physical toll it can take on employees and the impact it can have on the overseas branch. Do You Really Care What People Think? You had better care! Because what people think usually leads to predictable behaviors that can really affect your business, non-profit or association for better or worse. Whatever it Takes! I have a sign on my office door. It pretty much summarizes my philosophy of life. One Crazy Cookie In order to survive, you have to be happier than if you were in your right mind. Why and How to Work with a Consultant A good consultant provides specialist abilities and experience, innovative ideas, second opinions (reality checks), unbiased appraisals, and new approaches. Knowledge Management - Leadership Behaviours Which Encourage Knowledge-Sharing The concept of knowledge management or knowledge sharing makes intellectual sense to the leadership teams in most organisations. Why wouldn't we want to learn from our successes and failures, and translate that learning into value?
|
| © Athifea Distribution LLC - 2013 |
