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!

Leaving? How to write a resume.

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?

www.orglearn.org has a free blank resume form