Maximizing Process Change – 10 Simple Steps to Move From Growth to Growth

"If we only look at the past or present, we are sure to miss the future." John F. Kennedy is famous for introducing the idea that we must embrace change and constantly look forward to. Companies that are constantly trying to keep one step ahead of their competition understand this very well. For business leaders it is important to understand how to control the change process, maximize the changes and allow changes to positively affect business performance.

The conclusion is that growth and performance in organizations can not happen without change. The key here is that we are talking about a positive change, which is created by a preventive process where development has been defined. New views presented, explained and implemented.

So, what's so hard about a change anyway? Well, for systems and processes to change, people have to change. This is a tricky part of change management – both research and common sense tell us that the change is a natural life. Besides, humans are programmed to resist natural change! We thank things to be in a solid state. However, many business leaders know too well for their continued success, they must keep their organization in constant change. The challenge is then to overcome this natural resistance and get people excited to embrace change. Easier than done, right?

I would like to offer suggested instructions to maximize your organization's changes. These guidelines are based on my work with organizations around the world that embrace change, maximize change and benefit from continuous improvement.

1. Join people. Research for more than 50 years has shown that "resistance" is negative in relation to the extent that people participate in the change. That means that one of the best ways to make changes is to participate and participate in the people affected by the change, as they make a change to themselves! People must be in a position to analyze the need for and arguments for change; Without a good understanding of the purpose of change, effective execution is difficult if not impossible to maintain.

A full participant begins by concentrating on possibilities rather than problems. It means taking time to conduct a trial and review plans based on those trials. In order for this to happen, designated leaders should be accessible, share information widely and allow enough time to plan and perform. While not everyone needs a reason to change, most people make sure that the reason is divorced or that people are encouraged to change. Do not make the mistake of thinking alone who can make good decisions or understand the prerequisites are the bosses of the team! Participate in people in all areas of change decision, planning and implementation. Give people a voice. Let them hear.

2. Create clear ways to succeed It's still a hug how often I ask leaders what "performance" will look like, just to get a vague, undefined answer. Before taking steps, define the performance for you! Where do you get if you get where you are going? What is what you really want to happen? What is the expected future? What will success look like? And finally, how will you know when you can get there?

We often find that the company's future company is too blurred for much of the confusion to occur. Clear. Make the sample concrete. Make sure that the people who will be affected by the change have been active in formulating this vision. Perform a search for the future or similar activity about what the matter, need or concern is. Equally important is to have a clear understanding of why the change is needed and whether the purpose of the changes has been fully communicated to others. Finally, do people have information that they need to understand why the change makes sense and how it fits in existing systems and processes? Do not determine this simply with your own criteria. . . find out! I always say business leaders that what people need more than any other thing is clarity: clarity of view, clarity of purpose, clarity of direction, clarity of personal responsibility and clarity of personal reward. If business leaders can provide these or their people, positive results are dramatic in reducing resistance and increasing participation.

3. Commit and repeat. I find that it is usually not the performance of people who are most in trouble changing changes than managers! Make sure top leaders are fully committed to the future and the necessary changes. And make sure that other appointed leaders, managers and mentors are equally committed to making things active. Commitments will be filtered down into the organization.

Consider political reality. Change often means that some people lose something that may be important to them … some kind of structure, habits, motivation, relationships and so on. If nothing else, I can guarantee that at least everyone is losing one thing – "how things were." Make sure you estimate who can take your toes off this change. Focus on these needs and make sure that these people are fully involved in working with changes. Finally, make this commitment visible by allocating the necessary resources. Leaders need to be visually demonstrated to support the changes. Sufficient resources must be available. It may be necessary to study. And do not skimp on quality just to try to save a few dollars … what you will harvest in the long run will outweigh what you should excite at the outset.

4. Set clear expectations. Definition of "success" is important, but do not forget to define success in terms of individual and group behavior. Have new requirements and expectations been confirmed and have they been clearly communicated? Do not make mistakes to think that from the moment the letter went out or the poster put it means that expectations were clearly sent! Different people get and work information in different ways. Find out what people need and often check with people to make sure your expectations are clear. Finally, make sure that designated leaders are definitely strengthening the actions that are taken and changing the priority. All too often, it does not change to achieve the desired results because systems do not support expectations.

5. Remove obstacles. People who influence change must be involved in detecting obstacles. Who knows best what could make the new form, process or device unworkable within the current system? It's right … the people who use the current system every day! Encourage people to share their doubts, raise questions, motivate the decision and think about solutions!

This can be as simple as maintaining user interfaces for people to quickly shed down problems, doubts, questions, and concerns when they come up, or hang large sheets on the walls for people to write their questions and dissatisfaction. Create a process to review these comments daily or at least weekly. Do not skimp on the reaction when questions are rising; Doubts and concerns must be addressed directly. . . And timely. If you do not know, tell people you simply do not know. . . And let them know when you'll get back to them with more information.

6. Reality Checks. Even a transformation change occurs in some steps. Most changes take place in smaller increments. Knowing progress steps and doing some reality tests will allow people to develop their self-activity and see that yes, the change will work. This leads to comfort and security.

People get courage by taking one step, checking their progress, seeing their success and then taking the next step. Be realistic and do not make the steps too big at first. Sign up for your progress and check the revisions (or simply to convince people that progress is being made!). Are people watching an early warning sign of trouble? Small problems are much easier to cope with than waiting until they are too big to handle.

Are leaders open to all employees? During periods of significant changes, managers and especially senior leaders will be taking care of … talking to people, collecting their ideas and receiving feedback. Host weekly smaller groups of lunch or breakfast where people can sit informally with key leaders to raise problems or questions. Attend daily for 15 minutes with your workgroup to see what has worked well and what needs help. And keep those loops open for continuous real-life reference.

7. Provide feedback and recognition. As time goes by, how well are people meeting new expectations? More importantly, do they know how they are doing?

Make sure that some people are punished for doing the right thing or reward for doing something wrong. People's right ambivalence for change. . . It's normal for people to be both anxious and excited and anxiety does not mean people are immune. Fully acknowledge the problems people face and the contributions and advances they are making. Then celebrate. . . Even a small milestone!

8. Take Quality Action: Change is just as good as quality features and resources that support it. Do people have the opportunity to "test" the changes? Has there been any exercise before risk management begins? Can tests be done before a larger part of the system is involved? Can people practice new features through role playing, simulation or visualization? Are there any systems or project managers in place to review the changes, to review and to help people get the resources they need to make changes work often (formally and informally)?

High investment in poor funds … but it requires the ability and willingness to break sometimes, to think vigorously about what's going on and give people the opportunity to test a new way of being or doing work.

9. Maintain a change. It's hard to keep momentum forward when the enthusiast is ready and people have trudged through weeks of experience and error and more experience. Put the procedure for reviewing progress and giving people feedback. Set up temporary volunteers to assess progress and help smoothly blow the road. It does not have to be elaborate … it could be a formal classroom in each department or simply this 15-minute initial meeting where everyone talks about what went well the day before, what made it difficult, and what would help them to be the most effective in day.

Remember to document and evaluate progress on a regular basis and make sure that reporting methods are available. Know the conditions for progress and to succeed, then celebrate and make noise! Emphasize what works well and ways to "go well" instead. Make plans for the ongoing development of internal change of agents. Better yet, develop the systems so that each individual is an agent, who has the authority for knowledge, power and resources to succeed! Finally, connect to external sources in support of helping the company to maintain energy and excitement and to review external developments.

Some organizational changes have minimal impact on people (changes that do not change rights, responsibilities and rewards of all groups). Another change may have a serious impact (those that systematically restructure people's power, role, rights, reward). Use a system perspective and not only to change oneself but also how to facilitate and support change. Thus, you can cultivate a social system for change that leads to incredible commitments, spirits and energy to make changes work!

10. Create a culture of growth. Permanent and sustainable positive change only results when the system is changed. I like to refer to this as a change in another order. Changing for the first time is simply when the policies and procedures of the surface change and are usually short-term and cause minimal positive effects. Change in second row, on the other hand, creates long-term sustainable growth that changes how and why things are done, not just what is done.

When groups of people participate and receive other changes Very possible to create what we had as a culture of growth. In modern times, one of the biggest examples of this has been created in large scale, which offers iPod, iPhone, PowerBooks and various other popular high-tech products. Apple Inc. Has always been at the forefront of innovation. They have been called "Kings of Creative" of them in the business world. Most would recognize the driving success of mind Steve Jobs, one of the original founders. His features for the company have created constant hope, "I wonder what Apple will do next?"

From computers, to media players, to phones – Apple is completely unmatched for ingenuity and vision. What Apple has been doing, however, is the foundation for all the innovation that comes from their culture to growth. People consider it one of the "coolest" places at work. Do you think when Apple came out with the latest and greatest iPod and then put it to the latest and greatest iPhone, their employees said, "What? We are changing? We just thought that … We can see Just how it goes for a while? "Apple has created perfect cultural growth from top to bottom, affecting everything they do and is the underlying reason for their continued success.

Maximizing change is more benefiting from new interest. It's about creating positive Change for organization, employees, and customers.

Growth of the foundation helps business managers maximize their organization with highly effective training and counseling programs that complement a series of leadership development programs. We provide a range of services from vocational training plans for Merger and acquisitions.

Source by Scott Kimball

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