Judy Dobles, General Management Consulting YOUR TOUGHEST BUSINESS CHALLENGES SOLVED.

Recent Posts


  • Leading Change – a roadmap. Part 3: last segment.

    Empower employees by authorizing and investing power in them so they can engage in activities for and by themselves. The definition I like best states, “An organization empowers its people when it enables employees to take on more responsibility and to make use of what they know and can learn. Empowered individuals know that their jobs belong to them. Given a say in how things are done, employees feel more responsible. When they feel responsible, they show more initiative in their work, get more done, and enjoy the work more” ( Byham, Wellins, Wilson 22). Achieving a vision requires a lot of work. As the saying goes, “Many hands make light work.”

    Coach and develop employees so they gain the new skills and capabilities needed for achieving excellence. In many instances a new future requires new skills, knowledge or ways of working that employees may not have currently but can readily learn. Take the time to evaluate what new capabilities and competencies are required and provide the appropriate training and coaching. The added benefit is that individuals enjoy learning and growing which contributes to their spirit and enthusiasm.

    Measure your progress and reinforce desired behaviors so that you know when you have arrived at the targeted destination. When developing your strategy and tactics, you would have created goals and timelines. Use data to monitor the organization’s performance against those goals. Take corrective action as needed. In addition, by providing positive consequences to the team and individuals when desired behaviors and results are achieved, you increase the probability of attaining the vision.
    In summary, leading change is a journey with many participants, each playing a critical role. Before you launch a change initiative, you and your leadership team will need to think carefully about each step, develop an action plan for each step and document it. Use the roadmap as a check-list, to be sure you have covered all the critical elements.

    Imagine then, when you share the vision and the 10 steps with your organization, they may not initially agree, but they will know two critical things for certain. First, you and the team have given it careful thought and consideration. Second, you want and need their individual input; they are involved and part of the solution. The journey will not be linear or smooth. There will be bumps in the road. Your frequent communications will keep the organization up-to-date on progress. Soon, you will find the organization aligned and the vision achieved. Then it will be on to the next big thing.

    Works cited:
    Byham, W., Wellins, R., Wilson, J., Empowered Teams: creating self-directed work groups that improve quality, productivity and participation. San Francisco, California: Jossey-Bass Inc., 1991. Print.

    Published on February 17, 2012 · Filed under: Finance;
    No Comments

Leave a Reply

You must be logged in to post a comment.