Every leader knows that whether a business transformation is as minor as a new software system or as major as a merger, pushback and griping from the ranks is inevitable. Kathryn Zukof spells out what managers need to know about leading people through periods of learning and uncertainty. She reveals the power you gain when you understand how and why people resist change, and she demonstrates ways to ease their fears.
Managing change is a difficult balancing act.
Even when employees welcome an initiative, implementing a new system is fraught with pitfalls. Say, for example, your company needs to replace its outdated software. Even if every single worker and manager understands the necessity of the move, fears still creep into everyone’s minds.
Even competent, hard-working employees experience these fears, even when the change is minor.In the case of a major change, such as a merger, worries intensify.Areas of concern among employees in an organization that is undergoing change include:
- Competence – I know how to do my job now. How will I learn after the change?
- Efficiency – Will it take me longer to do my job?
- Security and stability – Will my paycheck be at risk?
- Status – Will change diminish my position in the organization?
- Relationships – Will my colleagues and bosses who know and respect me remain at the company?
Managers make five common mistakes on the hard side of implementing change.
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