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Dealing with change April 10, 2008

Posted by rickbron in Dealing with change.
Tags: , , ,

p5130012.jpg Want an effective strategy for dealing with change? The Big Dogz know how to deal with the constant change that occurs in the business world today. They use the support strategy to shape their reactions to change. Here it is:


Regardless of the change, always support it!


Now support does not mean you have to follow blindly and implement the change that happens in your organization. To understand this strategy better, let’s take a look at how change happens in business.


First some senior manager decides that a change is necessary. Change occurs for these and only these two reasons:

  1. We are not meeting our current objectives.
  2. We are not taking advantage of a new opportunity that we missed.


These are the only reasons for change. The first step in the strategy is to find out what is the reason for the change; and the way to find out is to ask.


The next step in the change life cycle is the senior manager calls a meeting with trusted colleagues, shareholders and people whose support is critical. You are probably not invited to this meeting! The people at this meeting can provide alternatives, do analysis, complain, gripe and many other actions. Once the meeting is over, a decision is made. This is where you come in — the implementation.


You have only two choices — support or not support. Support means you do everything you can to implement the changes and that you collect data to show the change is achieving its objective or it is not. If it is not, you present this data to your manager in private. Not support means you drag your feet, whine, complain and even sabotage the effort. What is the impact to you for choosing your reaction to the change?


There are two types of change — those changes that are good for the business and those changes that are bad for the business. Let’s look at how you benefit or are damaged by supporting or not supporting the change.


Good change, you support — You are viewed as a team player, someone who can be counted upon and actually you are pretty smart. Your personal power rises. The probability that you would be invited to the next meeting rises.


Bad change, you support — You are viewed exactly as above. In addition, if you have been collecting data and offered that data upwards, in private, you may be the reason this change is reversed. The added benefit to you is that you are perceived as a hero.


Good change, you do not support — You are viewed as a loser. You can not be counted upon to help management make the necessary changes to the company. Your personal power drops and you can forget about being invited to the next meeting. You are considered expendable.


Bad change, you do not support — At first glance this appears to be positive. After all, you were right about this change being stupid and not in the best interest of the company. In fact you went around telling everyone why it was stupid. Now, every change that fails needs someone to blame. You are the most convenient candidate. After all, we could have made this work if you had gotten behind it.


If you go back and read the 4 situations above, it is obvious that the only strategy that yields positive results for you is to support.


The Big Dogs understand the impact of their action. They get behind change initiatives and do all they can to make it happen. If they have data that shows this change is not good for the business, they share it privately.


How are you reacting to change? Over the next 30 days, identify some change that is happening in your company and figure out how you can demonstrate support for that change.





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