Steady state "transitional phase
The official name is "transition phase", but in reality the time of change is often permanent.
In such times it needs above all "right bosses"! With "right" is neither power obsessed nor patriarchal meant. Rather, now real leaders with all their skills are in demand.
No time for Schönwetterchef
The time is bad for fair weather bosses. Because if the order situation is great and the staff crew is motivated, the team spirit really works together and everybody knows what he has to do ... yes then ... basically no boss is needed.
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 in the "permanent change process". This must be managed and managed. That is already demanding enough. Now comes 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! Even as a manager, you may take on the role of "advice seeker" if you are affected by the uncertainty. Trust someone you can talk to. At the same time, self-management is required so that you do not spread your insecurity. 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. No one knows if what is announced "from above" actually works. The uncertainty among everyone involved is great. Give security as a leader. This happens mainly nonverbal (see 2.) And by the smallest 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 his business. Everyone was involved except for the drivers. "From above" it was decided to paint all lorries white and to stick with oversized vegetables as part of the new look. The drivers initially thought it ridiculous! Until they learned that everyone was allowed to pick their favorite vegetable variety for "his truck".
Suddenly everyone was there with zeal, it was discussed who was probably what "little fruit" and laughed a lot. This positive momentum was underestimated by the management. Because if a driver is allowed to help shape his truck, it is almost as if he is rebuilding his apartment. Employees have even voluntarily invested private time to choose the right one and help shape the design. The drivers were on board - come what may. They 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."
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