While some would say it comes in waves and others suggest it rides an expediential curve; I believe that change may well prove to be the last remaining constant.
What with everything going on in the world these days, you have to admit, these are certainly interesting and ever-changing times!
For the most part, change is a good thing as without it, there can be no improvement. But significant and rapid change does have its down sides, one of which is the risk that faced with the uncertainty, confusion and fear typically associated with change, we may occasionally lose sight of what matters most.
In business, there is no doubt that it is the customer that matters most. After all, if not for customers, we wouldn’t have our businesses.
Unfortunately, as evidenced by the general decline in service quality of late, it would appear that at least some, likely distracted by recent events, may have lost sight of this fact. Perhaps it would help to remind ourselves (and others) that even inturbulent times, service quality is one of the things we still have complete control over.
So enough of being distracted by things outside our control; isn’t it time we all returned our attentions to what matters most?
No matter if you believe that change comes in waves, is expediential in nature, or is the last remaining constant; during turbulent times it is wise to remember that you can only manage those things within your control. Among these are operational efficiency, sales effectiveness, cost containment and above all else, service quality!
In the face of a storm, these are your anchors and if you give them your undivided attention and manage them well, they will keep you from being washed off course and onto the rocks.
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Sometimes, when you're so busy trying to fend off the dragons, you forget that your real objective was to save the Princess. Thanks for reminding us Jim.
ReplyDeleteIf change is a constant, and that seems like a reasonable statement, why does it still freak the vast majority of people out every time it happens?
ReplyDeleteGood Question! My bet is it is simply human nature (as opposed to a logical response) to resist or freak out over just about anything we can't control. This is likely the result of some sort of throw back to our Caveman Days. Funny thing is, while we can't control much of the change that occurs around us, we can control our response to that change. I suppose knowing that is what separates those that freak and resist change and those that don't and embrace, or even initiate it.
ReplyDeleteJim,
ReplyDeleteYes, lots of changes everywhere. Some planned, some unplanned. Some within our control, some beyond. Some big, some small. But as you say, how we deal with these changes is ultimately what will set institutions/corporations/people apart.
You talk a lot about service quality. This partly (maybe even primarily) depends on having "happy" employees to deliver it (apologies for the obvious statement).
Poor change management in institutions leads to unhappy, frustrated, lost employees.
I don't think you can improve service if employees are not happy.
So, how do you make employees happy in a constant change environment that "freaks them out"?
One area in which I think you can really add value is by convincing organisations to have an appropriate change culture - maybe even convincing them to have dedicated "Change specialists". Their role/mission would be multi-fold:
- educate the organisation on what it means to have a change culture.
- help move away from the mind set that the organisation is making changes for the sake of change.
- coordinate the various changes enterprise-wide, for the changes that they initiate and to some extent, control (to reduce conflicts of changes - too often one group is working on something that another group is also tweeking, neither knowing what the other is doing) and implement coherently, in a planned, well communicated, well tested and an accepted manner - (employees will accept the change(s) if it is/they are well delivered;
- communicate these changes and manage them appropriately with the different groups in the organisation.
- manage dedicated teams to try to anticipate forthcoming changes (strategists etc.)
- pro-actively work on response strategies for changes that are forced on them or they did not foresee- having a plan and being prepared is half the battle - e.g., think of earthquake preparedness.
- engage employees to participate in and contribute to the changes. They are the "users", so get their input - what often frustrates people is when changes are hoisted on them and they had no input although they are a valuable resource. Hold brain storming/input sessions with a broader range of participants than is usually thought of (i.e. you don't want just IT people trying to redesign something in which the users have no input - otherwise you end up with a camel which is a horse designed by a committee [or something like that], you get my drift.
- educate employees to understand and embrace change, (they're already starting to feel part of it as they are being engaged, consulted, LISTENED TO) not just accept it (which is passive and does not get the required buy-in to make it a success)
- implement changes coherently, in a managed and sustainable way.
- have solid post-implementation reviews taking in feedback from all relevant sources.
- CELEBRATE SUCCESSES, REGULARLY, AND OFTEN
- have a budget for celebrations, and this is one budget you do want to exceed!
The objective? To have well prepared employees who embrace change and are more comfortable with the changes, leading to, one hopes, employees who are happy in their job with the resulting effect that, you've guessed it, they can now concentrate on serving the customer rather than worrying about the changes in the pipeline.
Employee satisfaction might be improved, leading to better service quality.
Just my 2 cents' worth.
You now owe me 2 cents....
While I completely agree with the above comments on attitudinal initiatives to help those (a majority?) who are freaked out by change, the one point that maybe is missing would be celebrating change and I don't mean in the same sense as celebrating successes etc, which is of course essential.
ReplyDeleteWithout change we (businesses and their people) would soon stagnate and probably reach a corporate demise rather quickly. We need to welcome (and encourage) small, incremental changes to the way in which we operate, or changes to client interactions, or changes to the way we are remunerated, changes to our products or services, introducing positive changes to our management structures, and so on.
Justin above covers very admirably,all the support structures needed to achieve these changes, so I don't need to repeat.
With all the changes happening now because of appalling management (rather mis-management) of our financial services sectors especially, the sooner the ideas expressed by Jim and his commentators here are implented, the better! World-wide, but especially in the USA, UK and continental Europe.