The Human Touch. The key to managing change is to treat people as human beings. Faced with cutting costs drastically or closing down, the managing director of a small consultancy made a short presentation to all the employees. She outlines the situation and invited them to discuss their individual concerns. Three quarters of them did so. One resigned, one retired early and two took a salary cut - in a spirit of complete support for the company. Three months later, the firm was back on its feet, more productive than ever.
Driving change.  Managing change means taking active control of any move from A to B, to achieve maximum advantage for your business to thrive.
Identify any need for change early on. Take the initiative. Businesses face change all the time, driven by internal or external influences. The rhetoric of change always includes words like growth, innovation, re-organisation, digitisation, redundancy, relocation and diversification. But most changes in business are minor and incremental. Making the necessary changes before they're forced upon you will bring competitive advantages. Creating a culture of innovation can transform your business. Over the next few weeks, we'll look at the following:
Coming Next - Driving ChangeAuthorJane Galbraith is the Owner of Market Route Mapping, Non Executive Director, Board & Committee Member and a Business mentor with Scottish Chambers of Commerce. She writes and speaks about developing staff and growth in businesses. Managing Operations | Leadership Skills - Goals for 2018 Leadership consists of getting an operation or task done by other people. Don't concentrate on the operation and neglect the staff or concentrate on the staff to the neglect of the task. AuthorJane Galbraith is the Owner of Market Route Mapping, Non Executive Director, Board & Committee Member and a Business mentor with Scottish Chambers of Commerce. She writes and speaks about developing staff and growth in businesses. What Can You Delegate Today? Many of us know the benefits of delegation: It helps teams share the workload so that managers focus on the work only they can do. But in reality, you (like most managers) probably hoard tasks and become a bottleneck. To fix that, start with baby steps. Ask yourself regularly, even daily: “What can I, and only I, do?” If a certain task could be done by someone else, maybe it should be. Try to delegate small tasks that add up to something bigger, or projects that are relatively simple. Also consider time-sensitive work that competes with your other priorities. If you’re still struggling to delegate, try this: For two weeks, make a list of tasks that you might delegate, writing them down as you think of them. This exercise will get you one step closer to handing off the work you need to. Start With Baby Steps. AuthorJane Galbraith is the Owner of Market Route Mapping, Non Executive Director, Board & Committee Member and a Business mentor with Scottish Chambers of Commerce. She writes and speaks about developing staff and growth in businesses. Share This Post |
Photo used under Creative Commons from tonylanciabeta
