Permanent state “transition phase
The official name is "transition phase", but in reality the time of change is often permanent.
In such times, you need "real bosses"! By "right" is not meant to be obsessed with power or patriarchal. Rather, real managers with all their skills are now in demand.
No time for Schönwetterchef
The time is bad for fair weather bosses. Because when the order situation is great and the staff is motivated, the team spirit really welds together and everyone knows what he has to do ... yes ... there is basically no need for a boss.
However, not a few are basking in the positive light. See what a great team we have become, with what great steps we conquer the market. Well, somewhat sarcastically said: That can be everyone at this moment!
Uncertainty also hits superiors
But what if, when Company are in the "permanent change process". This must be managed and managed. In itself, that is demanding enough. Now there is another aggravating component:
Even superiors feel the uncertainties of change. Flexibility is easy to demand - until you are affected.
3 Tips for Executives
Therefore, executives should now show what they have on it:
- Think in roles! As a manager, you can also take the role of "seeker for advice" if you are affected by the uncertainty. Entrust yourself to someone with whom you can exchange ideas. At the same time, self-management is required in order not to convey your uncertainty to the outside world. Think in roles and have the courage to take different perspectives.
- Look for the positives! In times of change, employees react sensitively to the smallest signals. As a supervisor, you are closely watched. Because: You radiate exactly what you are. If you present an innovation to which you do not believe, you can still lean on the official wording, you will see that you are not behind it. Look for the positive - not just for your employees, but also especially for yourself.
- Give security! In change processes, many have to leave their usual terrain. Nobody knows whether what is announced “from above” actually works. There is great uncertainty among everyone involved. Provide security as a manager. This happens mainly non-verbally (see 2.) and through the smallest of gestures. Do not talk boldly about the future, but point out concretely why and how exactly everything will work now and in the future - and above all succeed.
Get employees in the boat
If employees at all levels of the hierarchy are only executives of the changes ordered from above, they will hardly bother. But if it turns management into stakeholders, it will benefit the entire change process. An example:
A large retailer reorganized and streamlined its business. Everyone was involved except for the drivers. “From above” was decided to paint all the trucks white and to stick them with oversized vegetables as part of the new appearance. The drivers initially found this ridiculous! Until they found out that everyone was allowed to choose their favorite vegetables for “their truck”.
Suddenly everyone was there with enthusiasm, it was discussed who would be which "fruit" and laughed a lot. This positive dynamic was underestimated by the management. Because if a driver is allowed to help design HIS truck, it is almost like furnishing his apartment again. The employees even invested private time voluntarily in order to choose the right one and have a say in the design. The drivers were on board - come what may. You not only supported the entire change process, but drove it to success.
"You have to become the change you want to see in the world yourself."
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German edition: ISBN 9783965961548
English version: ISBN 9783965961555 (Translation notice)
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