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areas6 Steps to Effective Management During Change
Take the pain out of gain and decrease the upheaval surrounding change by following six commonsense steps to effective management..
Step 1: Establish Objectives
The process must begin with a clear and detailed statement of objectives and
move from there to goal design. Goals must be directly accountable to the
vision while remaining in alignment with the stated purpose of the
organization. This requires constant interaction with team members to
determine that the they are on track, and with all internal clients to
insure that the goals and objectives are pertinent to their needs, as well
as to the organization's greater purpose.
Step 2: Organize & Plan
Efficiency in this area requires the ability and resources to develop and
effectively communicate design/redesign plans and realistic schedules, while
maintaining a balance between the broad view and day to day operation.
The existing departmental structure in the case of a redesign is
all-important to the success of the plan, as is the ability for leadership
to delegate responsibility, while continuing to monitor and control
outcomes. Structure, though transitional, must take precedence, often a
challenge in an atmosphere of change.
Step 3: Communicate
Great communication, the delivery of clearly stated information on the true
state things, is timely, pertinent, and requires confirmation that the
message has been understood. The more ways in which information is given,
the more believable it becomes and the more likely to initiate action. By
means of clear communication, a course of action is determined, pertinent
information is provided and goals are met.
Step 4: Motivate
Motivation is the purpose provider, the impetus for action. It is complex at
best and takes more than one form, depending on the level of the individual
or team, the level of the manager, and the product or service provided.
Experts acknowledge that the feelings of the individual or team toward the
motivator are key to the degree of motivation achieved. It becomes ideal
then to have the full cooperation of those directly affected by the process
and for leaders to have a good understanding of and rapport with teams and
team members, knowing what makes each tick.
Change is disturbance of the status quo, and will always involve a degree of
resistance. Involving key staff in the design and implementation process,
particularly when it involves drastic structure changes can be extremely
productive.
Step 5: Develop Staff
Developing people ought to be a primary goal of any organization, and
developing existing staff during a period of transition is practical and
profitable. Leaders have the power to provide an environment rich in
opportunity and resource, in which employees are encouraged in the area of
self-development.
Place staff appropriately is critical to insuring staff become long-term
contributors who can be counted on in periods of growth and transition. An
effective leader understands that discerning the right fit of individual to
position is critical to all present and future endeavors. Ignorance in this
area can be a costly flaw surfacing during periods of change.
Step 6: Measure & Analyze
Finally, management is responsible for measurement and analysis of both
processes and individuals. Employees must be made aware of their progress,
in new and developing settings, as well as in familiar ones, in order to
effectively draft and adjust personal goals and improve performance.
Measurement and evaluation should be designed to reflect the vision while
motivating and initiating self-government of the individual.
It is necessary to communicate a clear concept of the point at which
development issues end and performance issues begin. Growth is a process
best achieved and assessed under relatively stable circumstances, though
periods of transition are often an excellent proving ground in which star
players often begin to shine.
Effective Skills
It goes without saying that the challenges inherent in the management
process must be met with maturity and sophistication by each leader. The
areas of interpersonal and leadership skills, as well as continued
willingness to invest in self-awareness and personal growth are paramount in
the profile of the great leaders who will guide organizations to effective
change.
Interpersonal skills are of chief importance. Leaders must treat all staff
equitably, developing solid working relationships across all levels. This
may appear blatantly obvious, but sadly is all too often overlooked in the
name of accelerated progress.
A great leader has a sincere desire for universal success, treating staff
members as individuals, giving credit, taking pleasure in achievements. A
great leader keeps the objective clear and uncomplicated, always acts as a
role model, and stands back, letting others get on with their assignments.
A true leader will make the difference between an effective period of change
and the failure of an otherwise brilliant plan. Do not overlook the
advantage of adjusting the needs of the plan to allow for the needs of the
people. It is not necessary to prioritize purpose over people, or vice
versa. If leadership has done its homework, everyone in the organization
will arrive at the objective simultaneously.
In Closing...
Essential to the process is an understanding of the distinction between
management and leadership.
Management ensures that things get done right, creating process and systems
and insuring efficiency. A manager manages the process and records the
efficiency.
Leadership revolves around people, concepts and ideas, establishing
direction for those who will follow. It is discerning and articulating what
is right, all the while educating the team to do the right things and to do
them right.
Manage the process, lead the people, and educate them along the way -
commonsense.
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