Managing change in an alert world
Why is change management vital? Because the speed with which change can occur can ruin companies that have been market leaders for years and can propel start-ups in their place. That is why managing change in an alert world is essential.
New business models appear, new competitors, new ways of capitalizing on data, transformed supply chains, new customers. The pace is fast and complex, uncertainty is the only constancy.
As a leader, you realize that established operating models no longer work, but you are not sure which new models can work.
Therefore, effective change management is one of the most important leadership skills you can develop, and the behaviors described here are the most important ones.
If we are to systematize the response to change according to attitude, it is of two kinds: reactive and proactive. The most common is the reactive one, which comes from the special attention given by the subconscious to survival.
Overcoming some of the disadvantages of this type of response to change, reactivity gives the leader the advantage of clearly communicating “why,” “how,” and “the ultimate purpose of change.” When people see a clear reason for change, acceptance of management measures is faster.
Preparation and agility
Knowledge of the field and mental abilities to function well in complex environments make a good home with critical thinking. This combination can lead to an agile way of looking at leadership. Agile leaders can adapt quickly to change and learn from mistakes quickly.
For example, performance management must be regularly updated to change reality if we are to perform. KPIs need to be adapted to new tasks.
As a leader, you must not be exceptionally gifted with both cognitive training and critical thinking skills. But you need to know where you can leverage the talents of other leaders to get the results you want.
Communication at the highest level contributes enormously to the success of change management. Change management is also built on the communication platform.
This means how you communicate with other leaders and, perhaps more importantly, how you communicate with employees. If they do not understand the reason for the change or are not given the information they need, things can quickly fall apart.
When project objectives change, there may be a lack of clear guidelines for employees. Agile leaders can learn to accept the lack of clear information, however, communication with staff must be clear and purposeful.
Openness to lifelong learning
Some people adapt better to change than others, but it can be a great learning opportunity for those who are struggling. As a leader, it is your duty to empower employees to feel confident in change.
The term “learning agility” refers to the desire to think outside the box, to take risks, and to learn quickly from them. Building a culture where people feel comfortable innovating and sharing ideas is the key to becoming an agile learning organization. The condition is to be supported.
Genuine feedback and individual coaching on the response to accelerating change will go a long way in supporting employees as they go through change. The outcome? The leader will be supported by employees in the change process.
Alina Făniță este CEO și Partener al PKF Finconta. A lucrat cu companii multinaționale sau firme antreprenoriale din domenii diverse de activitate, pentru a le oferi servicii de audit financiar, due diligence, restructurări de grupuri, audit intern și alte servicii conexe activității de control intern. Este membră a celor mai prestigioase asociații profesionale din domeniu: ACCA (Association of Chartered Certified Accountants), CECCAR (Corpul Experților Contabili și Contabililior Autorizați din România), CAFR (Camera Auditorilor Financiari) și IIA (Institute of Internal Auditors). A absolvit EMBA Asebuss la Kennesaw State University, a fost trainer pentru cursuri IFRS și este invitată ca expert la numeroase conferințe de business. firstname.lastname@example.org