Robert Macleod looks at the impact of change
Firstly, a very happy and
healthy New Year to you. On behalf of all the team here we hope
that 2011 is a success for you. Traditionally, we all make some
form of resolution jokingly or seriously for the New Year to
improve ourselves or kick a bad habit. I've mentioned this before
in ANECDOTE so rather than repeat myself, can I remind you that
individuals who do set themselves goals were proved to be more
successful and happier than those who didn't. So it's not too late
make a resolution and go for it!
I think that there isn't a person anywhere in any organisation
that isn't being affected by some kind of change at this moment in
time. If there is and it's you, you are very lucky! But for others
the change can be devastating and very emotional. How we cope with
change in our personal and professional lives varies enormously.
Some people are able to motivate themselves and see the positive
side and the opportunities that change often bring. Whilst for
others it is much harder; a 'mental fog' can develop within them
that prevents them from performing and possibly others too.
In your workplace, there will be both types of people and it
becomes a very challenging situation for all concerned, especially
a manager. As my Chairman once said to me, "it's easy managing
something when it is going well!" So how are our managers or our
teams coping and what can we do? There are some really simple
things you can do. The first is create opportunities to listen and
get feedback from your team. It's easy to get your head down as a
manager, thinking your way through the issues, seeking solutions
and to get on with it, but you need to be a steadying influence for
your team as well. You need feedback from your team as much as they
need support and leadership from you. So the first thing is to go
and LISTEN! Have coffee together but don't forget those who might
not be office based or even out of the office; the technological
solutions are freely available now to conference call them in.
Secondly, ask them individually, on a one to one basis, how they
are getting on? ASK them about how they see the future? Be adult
with them and have an open and honest discussion. They will
appreciate it and so will you. Most importantly is that you are
engaging with them on a face to face basis, not by email or
telephone, as whilst efficient you will both lose up to 90% of the
message, for example the body language and tone of voice. "Where
will I get the time for this?" I hear you say. Well, it takes less
time than you think, it's highly informative, beneficial to both of
you, you'll feel good about it and if that's not enough, are you
running your diary or does your diary run you?
Finally, don't forget to involve them in planning for the
future. Share the issues with them and involve them in the
solutions, whatever's implemented thereafter will be more
sustainable and successful if you do.
All this is easy to say but it's hard to do sometimes, and with
many pressures on everyone in times of challenging change, it's
easy to forget. So I hope this has proved a useful, thought
provoking reminder, and as I replied to my Chairman, "managing is
managing, whether it's good times or bad."
In this edition of ANECDOTE, we have articles from our usual HR,
coaching and legal experts, as well as details on a New Year offer
for you on our Internal Champions training course.
So finally, can I wish you fair weather and plain sailing as you
navigate through the sea of change in the coming year! And with
that I bet you can guess what some of my resolutions are for this
coming year.