Posts Tagged ‘Change Skills and Tools for Managers’

Implementing organisational change – a difficult task made simpler

February 17, 2011

Implementing organisational change is a difficult and critical task. It is becoming even more important for managers to posses the skills to lead during times of change as there is an accelerated rate of change in most organisations today.

Whatever the reason behind the change, most people within organisations seem to resist change even if they agree it is needed. Often, employees may not be resistant to change, but rather, the process or transition that change requires. It is therefore important for managers to understand employee’s natural negative feelings about change and how to best manage these to ensure a smooth transition period for all.

Here are five steps to help you manage change and transitions in your organisation.

1. Assess and address employees concerns
Many organisations claim to put their employees first, however the reality is, most don’t. Take the time to live up to this claim when employees are concerned. Listen to their fears and communicate strategies that will be implemented to keep the impact to a minimum.

2. Demonstrate strong leadership
The reality is that without strong leadership, positive change is unlikely to happen. Leaders and managers throughout the organisation need to show their commitment to the change and work hard to make it happen. This commitment will inspire and motivate everyone to take a role in implementing change.

3. Build trust in the leadership
Having the trust of employees in times of change is crucial as employees feel especially vulnerable. Those implementing the change need to display absolute integrity, reliability, openness, and fairness – always behaving in ethically and socially responsible ways. They need to communicate that they care about both the people and the organisation.

4. Clearly articulate the vision to all
Many organisations struggle in implementing change because people fail to grasp the vision and understand its implications. The key to the successful implementation of change is to communicating the reason behind the change and why it is necessary. Employees need to understand the purpose of the change and the outcome that is expected. Without you telling them they will not know.

5. Celebrate success
Celebration recognises accomplishment, motivates everyone involved, and sends a positive message. Don’t wait until the mission is accomplished and change has occurred; celebrate milestones and short-term wins on the way to the goal.

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Overcoming the 5 fears of change

February 8, 2011

To move forward you need to make some changes along the way, so fearing change won’t get you anywhere. Instead, choose to embrace change and positive progress will come your way.

CEO Online has included an article on their website that says “Change champions don’t QUIT and don’t SETTLE.” They have provided 5 tips to help you become a successful change champion.

1. Overcome the fear of the unknown

Tip: “Choose growth”

2. Eliminate the fear of failure

Tip: “Get a healthier understanding of how change works”

3. Fight the fear of commitment

Tip: “Focus on what needs to be changed and keep the rest”

4. Dismiss the fear of disapproval

Tip: “Take in the disapproval with a grain of salt and an ounce of discernment”

5.  Discard the fear of success

Tip: “Relish your success instead of settling for mediocrity”

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How to keep your employees happy in 2011

January 25, 2011

A recent survey of more than 3,000 leaders conducted by Leadership Management Australia and reported on by the HR Daily found that the number-one characteristic today’s employees value in a manager is trustworthiness.

Trustworthiness has moved from seventh position in 2009 to number one replacing clear communication of direction. This shows that employee expectations have changed significantly in the past year calling for all managers to review their leadership style.

The survey found the top ten characteristics of a good manager to be:

  1. Being trustworthy and open in approach
  2. Clearly communicating where the company is going
  3. Giving employees the “space” to do their work, but supporting them
  4. Listening to and respecting employees’ input into decisions
  5. Giving employees regular and honest feedback on how they are going
  6. Being fair and even-handed/making reasonable demands
  7. Providing the resources employees need to do their job
  8. Recognising employees for extra efforts/results;
  9. Coaching and developing employees
  10. Trusting employees with challenging work.

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Bosses Overestimate Their Managing Skills

November 16, 2010

A new survey of 1,100 front-line managers conducted by Consulting firm Development Dimensions International has found that many managers are over estimating their skills, and are often over confident.

The survey asked managers about their first year as a manager and found:

  • 74 percent of managers didn’t regret being promoted
  • 72 percent never questioned their ability to lead others

Managers were also asked to rate their skill level out of development area, proficient and strength and found the following percentages for those that regarded the indicated areas as a strength:

  • Work standards – 62 percent
  • Planning and organising – 58 percent
  • Decision making – 53 percent
  • Communication – 50 percent
  • Professional skills – 50 percent
  • Initiating action – 46 percent
  • Adaptability – 46 percent
  • Coaching – 36 percent
  • Gaining commitment – 33 percent
  • Delegating – 32 percent

The results show that front-line managers believe their biggest strengths are in setting work standards and planning and organising, but need to work on areas such as delegating, coaching and gaining commitment. However no more than 15 percent pointed to any of these areas as a “development area,” demonstrating that a large percentage of front-line managers are over confident in their positions.

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BluePrint Upcoming Public Programs

October 13, 2010

Essential Sales Skills for Success

19 Oct 2010 start 9:00 end 17:00 (2 Days)

Essential Sales Skills is a 2-day program designed for individuals involved in influencing customers to use your company’s services, products and build sustained long-term business relationships.

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Influencer Training 

21 Oct 2010 start 8:30 end 17:00 (2 Days)

Influencer identifies high‐leverage behaviours that lead to rapid and
profound change, as well as a step‐by‐step approach to making personal,
organizational, or societal change inevitable.

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Presenting for Success 

10 Nov 2010 start 9:00 end 17:00 (2 Days)

Presenting for Success is a two-day program designed to incorporate all the essential skills and competencies required to deliver an effective and successful presentation; from strategies, structure and behaviour, to different types of presentations and their purposes.

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Change Skills and Tools for Managers 

7 Dec 2010 start 9:00 end 17:00 (2 Days)

Managers need the skills and confidence to lead during times of change. Being change savvy leads to greater success both personally and professionally.

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Performance Management 

26 Jan 2011 start 9:00 end 17:00 (2 Days)

Managing Performance is a two-day Program designed to show learners effective methods to motivate and lead employees to greater performance.

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Essential Sales Skills for Success 

2 Feb 2011 start 9:00 end 17:00 (2 Days)

Essential Sales Skills is a 2-day program designed for individuals involved in influencing customers to use your company’s services, products and build sustained long-term business relationships.

Read More… (In new Window)

BOOK NOW