Updating the ways in which your company operates helps give it the cutting edge but transitions may not be immediately welcomed by your colleagues.
Some workers are quite content to continue in familiar routines, despite the advantages that changes can make to the running of your business or the firm you work for. Team leaders keen to smoothly introduce new methods into the workplace may like to consider Professional and Management training in order to maintain the competitiveness of the business, without causing too many ripples amongst the workforce. Changing processes and ways of carrying out tasks is a fact of life in many job arenas.
For example, you may be in the photography business and are currently changing your firm from a film-based firm to one that is wholly dependent on digital technology. Coming up with the logistics and financing is an important part of this change, but equally important is the preparation and training that staff receive in order to use the new equipment so they can confidently produce and sell high quality images. Many managers who look into the best ways of introducing mass innovations to their businesses see change as a process, with the larger goal broken down into a series of smaller steps.
Colleagues are unlikely to respond well to overnight alterations to their roles and need preparation. In this sense, those involved with managing change are required to pay close attention to the intricacies of the proposed innovations, as well as training and listening to the colleagues who will be affected by these updates. Making overhauls to the running of companies is generally believed to be a non-linear process, in that change does not happen in one instance but more gradually over a period of consultation.
Training courses such as our
change management training courses can help to draw attention to how workers may react to alterations to the way they have to approach their job roles. As a project leader, you may find it useful to consider the likelihood of a transition state occurring between old methods and the improved ways of carrying out tasks. Preparing and setting time aside to tackle problems and prejudices linked to your innovations can help you to solve issues that may crop up.
In the previous example, these may occur for a variety of reasons, such as lack of understanding of digital devices, to loyalty, to traditional ways of producing photos. One of the best ways to help your staff respond to change is to set up workgroups that give them the opportunity to voice their concerns or advantages of the new routine. This allows your colleagues to get issues off their chest and may help you to identify unforeseen issues that hinder the introduction of new methods.
Likewise, it is recommended that project leaders are open to suggestions that come directly from the workforce as they carry out their amended roles. In addition, it may be a good idea to keep a lookout for behaviour from colleagues who are attempting to mask their inability to adapt to the innovations and who may unintentionally make mistakes they prefer to ignore, which could have a negative impact on the running of the firm. Once this transition period has passed, project leaders can then concentrate on issuing rewards or bonuses to their hard working staff in order to celebrate the new operations.
Management Training articles
