Dealing With Change 6 Tips - 'RULES'

New information on dealing with change 6 Rules for Dealing with Change If you want to make a radical change and change jobs this sample resume form should help with your resume.

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HOW TO DEAL WITH CHANGE - 3

A final six keys to winning during change.

Adapt… even in nature (Galapagos Finches) demonstrate that those that have the greatest capability to survive are those that are most adaptable.

Develop a broader range of competence. The days of just being the best ‘technician’ (engineer) are long gone.

Think… during a restructure would you choose for example the accountant with problem solving and team building skills or the ‘best’ at accounting?

Seek new experiences, new skills, and continuos education; broadly based knowledge and experience is always in demand.

Understand that the responsibility for me is mine alone; take the lead in your own life.

The more we involve ourself in the change process and succeed the better we understand that we can survive change. The payoff… increased confidence

TO SOME PEOPLE LIFE IS ABOUT FINDING ANSWERS, IN TIMES OF CHANGE PERHAPS LIFE NEEDS TO BE MORE ABOUT FINDING AND DEALING WITH MORE INTERESTING QUESTIONS.

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HOW TO DEAL WITH CHANGE - PART 2

Six more keys to winning during change.

Do not become part of the “but we’ve always done it this way” group or you will become just another victim… which you must refuse to be.

Realize that becoming a ‘victim of circumstances’ is vastly overrated, as there is always a positive alternative. We all choose the variables that make up our life.

Remember that the most important choice we have is whether we develop a positive (or negative) attitude toward life’s realities.

If we don’t like or can’t support the changes at our workplace we can leave, as painful as that my be.

Believe that all and any companies or our position in a company is constantly changing and that it is a natural state of affairs.

Accept that you always have other possibilities and you will truly be empowered. If you can’t accept empowerment best find a way to leave the planet.

YOU MAY NOT HAVE A CHOICE ABOUT WORKPLACE CHANGES HOWEVER YOU DO HAVE A CHOICE ON HOW YOU RESPOND!

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THE DIFFERENCE BETWEEN MANAGERS AND ENTREPRENEURS

Managers manipulate what is, things and information to produce a result that is clearly specifiable in advance. Entrepreneurs try to create what isn’t by a lot of guesswork, improvisation and learning from mistakes. (Mitch McCrimmon)

ENTREPRENEURIAL FUNCTIONS

Organisational learning; Knowledge leadership; Creative ‘resourcing’; Providing flexible structures; Innovation; Visioning; Teamwork; Stimulating diversity.

ENTREPRENEURIAL CULTURE AND VALUES... PROGRESSIVE MANAGERS/LEADERS NEED TO...

Provide an atmosphere that promotes continual experimentation. Tolerate loose organisational structures and behaviour. Willingly hand over decision making to those with expertise in their field. Help risk takers and encourage those who fail as much as they celebrate those who win. See networking as more important than traditional lines of authority. Promote multi directional communication that crosses all responsibility levels. Allow leadership to change as situation demands in line with expertise required at any point. Easily change direction in response to market, technological or political influences. Constantly interact with customers, suppliers, and colleagues, in fact the total environment. Seek feedback from all experiences and sources and be highly responsive to new conditions/situations.

IS YOUR ORGANIZATION READY FOR A FUTURE IN THE MODERN BUSINESS CLIMATE WHERE WE ALL (IF THE PUNDITS ARE RIGHT), NEED TO BE MORE ENTREPRENEURIAL?

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SO WHAT IS AN ENTREPRENEUR?

DEFINITION OF AN ENTREPRENEUR

Someone with the ability and willingness to introduce NEW products or services, THAT SELL, to a market where those products or services where previously either unavailable or not desired. Obviously the emphasis is on doing something new in the market place. To stimulate the creative, risk-taking behaviour required for success in the future should be the primary role for us all if we are going to lead a successful organization into the future.

CHARACTERISTICS OF AN ENTREPRENEUR

Risk taker that can live with uncertainty; Adaptable to change and able to improvise; Can see how new innovations satisfy a market; Interested in effectiveness rather than efficiency; Either creative him/herself or able to utilise those who are; Has a desire to lead in his/her area of operation or market; A continuous learner willing to make and or tolerate mistakes; Flexible, willing to change direction as the circumstances dictate; Self possessed of a sense of urgency and stimulates that sense in others; Recognises his/her shortcomings and empowers others who compensate.

TAKE A LOOK AT YOUR MANAGERS… OUCH?!

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POLARITIES OR DO WE NEED TWO HEADS - PART TWO

To continue with the two headed dilemma…!

MANAGEMENT is about: ORDER & CONSISTANCY… protecting the existing structure, systems, traditions and ‘the status quo’ V.’s LEADERSHIP, which is about: CREATING CHANGE… vision, direction, values and destruction of ‘the way we’ve always done it’

MANAGEMENT IS ABOUT: COMPETING… seeking the winning edge, overcoming those in the way & up the ‘ladder’ V.’s LEADERSHIP, WHICH IS ABOUT: COLLABORATING… showing love and respect for individuals and seeking win-win solutions

MANAGEMENT is about: DOING THINGS RIGHT… organising, setting the rules and seeing rules are followed, the inspector V.’s LEADERSHIP, which is about: DOING THE RIGHT THINGS by… developing trust and taking risks to ensure we meet our full potential

MANAGEMENT is about: INPUTS… amount, type & quality of resources, effective plant, staff & raw materials V.’s LEADERSHIP, which is about: OUTPUTS… the level and volume of satisfied customers we can create, the market

MANAGEMENT is about: MANAGING THINGS… operations focused, technical expertise & people as production inputs V.’s LEADERSHIP, which is about: LEADING PEOPLE… our charisma, socialised power, human relations, communication skills, inspiration & motivation

With the conflicting nature of these requirements how do we prepare managers/leaders to deal with these apparently opposing roles? If we send our managers off for leadership training we best be prepared to adjust our culture, abandon our hierarchy and flatten our organisational structure… or disaster approaches.

CONTROL FREAKS… PREPARE TO FAIL!

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POLARITIES IN ORGANISATIONAL LIFE (DO WE NEED TWO HEADS)

Traditional management concerned itself with supervision; checking, delegating, controlling, inputs and ensuring staff did what they are told. Managers where seen as fitting along a style line between laissez-faire and autocratic, with the ideal supposedly near the middle as a democrat.

Today the issue is more complex and with an empowered workforce our style is less relevant and as managers need to become ‘more things’ to a more demanding workforce. The concept of managers needing to fulfil a leader role is prevalent. Some even argue managers are no longer required and it’s only leaders that will drive the companies of the future. This is fine in theory however corporate culture can take a long time to change and most managers are expected to fulfil the duel role. This creates inner conflict as the ideals of the two disciplines are at opposite ends of the spectrum.

MANAGEMENT is about: CONTROLLING…don’t leave the department, check what they’re up to, define competence requirements and ‘title and position give authority’ V.’s LEADERSHIP, which is about: FREEDOM…finding ways to encourage new ideas, creativity and initiative by letting ‘followers’ participate in a flexible situation where authority is shared.

MANAGEMENT is about: SURVIVING…dealing with short-term operational needs and processes whilst strictly controlling costs and watching the budget V.’s LEADERSHIP, which is about: GROWTH… to be achieved through identifying new (and possibly risky) ventures that could be the basis for future income (and perhaps losses)

MANAGEMENT is about: MANAGING… instructing, allocating, delegating, following up, organizing and directing V.’s LEADERSHIP, which is about: LEADING… inspiring, helping, encouraging teamwork, coaching, supporting and aligning

MANAGEMENT is about: ADMINISTRATING… overseeing activities, processes & individual tasks, control & supervision V.’s LEADERSHIP, which is about: PLANNING…seeking process improvement, implementing change, agreeing goals and empowering followers

DO YOU NEED LEADERS, MANAGERS… OR BOTH, TWO HEADS… ONE BODY?

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