![\"tips_to_managing_change\"](\"https:\/\/www.stl-training.co.uk\/b\/wp-content\/uploads\/2019\/01\/managing_change_robot.jpg\")
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1 –\u00a0<\/b>Know the fear<\/b>\u00a0<\/span><\/h5>\nWhen change comes,\u00a0it\u00a0often arrives with\u00a0fear. Most employees, especially long-term\u00a0staff,\u00a0will not like change<\/a>. It will challenge their sense of safety.\u00a0Getting ahead of \u2018the fear\u2019 will create the foundation for your people to\u00a0embrace the difficulties and search for the opportunity. An initial\u00a0overview of what is being considered\u00a0either by a blanket email\u00a0and\/or face-to-face with department heads\u00a0will prevent\u00a0rumours and confusion, and can pre-empt any possible objections.\u00a0\u00a0<\/span><\/p>\n\n- It gives others time to consider and put forward suggestions for change\u00a0\u00a0<\/span><\/li>\n
- It allows you to\u00a0clearly\u00a0present the opportunities the new direction could offer\u00a0<\/span><\/li>\n
- It sets in place a precedent for open discussion and invites thoughts and feedback\u00a0<\/span><\/li>\n
- It encourages\u00a0others to be involved and\u00a0present new perspectives\u00a0<\/span><\/li>\n<\/ul>\n
2 – Understand the anger<\/b>\u00a0<\/span><\/h5>\n\u2018Why is the company doing this?\u2019\u00a0will be the\u00a0anticipated\u00a0reaction.\u00a0You can minimise\u00a0emotional backlash\u00a0by launching small team discussion groups\u00a0once the decision has been made to proceed.\u00a0These meetings\u00a0should be run by the department heads with a clear agenda who, amongst other things, could look at;\u00a0<\/span><\/p>\n\n- Possible start dates and\u00a0proposing key\u00a0delegations<\/a>.\u00a0\u00a0<\/span><\/li>\n
- Asking for\u00a0the best ways to implement.\u00a0\u00a0<\/span><\/li>\n
- Allowing others to\u00a0freely\u00a0voice concerns and give feedback.\u00a0\u00a0<\/span><\/li>\n<\/ul>\n
The priority at this stage\u00a0is to\u00a0create\u00a0buy-in and\u00a0help\u00a0others\u00a0to see\u00a0what\u00a0the vision of\u00a0change could mean to them (you can learn how by attending our change management training course London<\/a>)<\/span>.\u00a0Look at the roles and responsibilities and how change will affect them, including;\u00a0<\/span><\/p>\n\n- Time frames and schedules,\u00a0partitioned by\u00a0review points and milestones\u00a0<\/span><\/li>\n
- Risks and priorities to consider\u00a0<\/span><\/li>\n
- Health and safety (where applicable)\u00a0<\/span><\/li>\n
- Affects on clients and suppliers\u00a0<\/span><\/li>\n
- Additional training needs\u00a0<\/span><\/li>\n<\/ul>\n
3 – Implementation<\/b>\u00a0<\/span><\/h5>\nUncomfortable, unsure and awkward\u00a0are\u00a0often present\u00a0as\u00a0change\u00a0begins<\/a>\u00a0to\u00a0hit. Sitting down 1-2-1 with department heads to\u00a0set and agree\u00a0objectives\u00a0and WHY,\u00a0will eliminate a lot this confusion.\u00a0\u00a0<\/span><\/p>\nThese\u00a01-2-1\u2019s\u00a0should be encouraged by the department heads with their key staff\u00a0to\u00a0allow for transparency and\u00a0individual\u00a0delegation. This also\u00a0enables team members to grow within their roles.\u00a0\u00a0<\/span><\/p>\nThe key staff can also use their 1-2-1 with the team to;\u00a0<\/span><\/p>\n\n- Set objectives and time frames\u00a0<\/span><\/li>\n
- Allow open discussion on concerns and solutions\u00a0<\/span><\/li>\n
- Present clear targets for what\u00a0change means individually\u00a0<\/span><\/li>\n
- Look at company targets\u00a0\u00a0\u00a0<\/span><\/li>\n
- To build\u00a0support mechanisms\u00a0<\/span><\/li>\n<\/ul>\n
4 – The\u00a0<\/b>comfort zone<\/b>\u00a0<\/span><\/h5>\nChange has been\u00a0rolled out\u00a0and teams are starting to find their feet.\u00a01-2-1\u00a0reviews\u00a0should be in place.\u00a0As people begin to\u00a0get comfortable,\u00a0productivity and efficiency may very well become key\u00a0to evaluating the ultimate\u00a0success of the process.\u00a0\u00a0<\/span><\/p>\nAs the\u00a0implementation\u00a0<\/b>level\u00a0continues,\u00a0individuals are far more likely to\u00a0try\u00a0new ideas,\u00a0new training and\u00a0take\u00a0greater\u00a0responsibility.\u00a0Don\u2019t be too quick to disregard the opportunity that change\u00a0presents.\u00a0Evolution and growth are powerful forces. Change can offer you the opportunity to direct these forces into\u00a0continually improving\u00a0performance, without boundaries.\u00a0\u00a0You can\u00a0 also learn how to in our\u00a0change management course<\/a> London.\u00a0<\/span><\/p>\n
- \n
- It gives others time to consider and put forward suggestions for change\u00a0\u00a0<\/span><\/li>\n
- It allows you to\u00a0clearly\u00a0present the opportunities the new direction could offer\u00a0<\/span><\/li>\n
- It sets in place a precedent for open discussion and invites thoughts and feedback\u00a0<\/span><\/li>\n
- It encourages\u00a0others to be involved and\u00a0present new perspectives\u00a0<\/span><\/li>\n<\/ul>\n
2 – Understand the anger<\/b>\u00a0<\/span><\/h5>\n
\u2018Why is the company doing this?\u2019\u00a0will be the\u00a0anticipated\u00a0reaction.\u00a0You can minimise\u00a0emotional backlash\u00a0by launching small team discussion groups\u00a0once the decision has been made to proceed.\u00a0These meetings\u00a0should be run by the department heads with a clear agenda who, amongst other things, could look at;\u00a0<\/span><\/p>\n
- \n
- Possible start dates and\u00a0proposing key\u00a0delegations<\/a>.\u00a0\u00a0<\/span><\/li>\n
- Asking for\u00a0the best ways to implement.\u00a0\u00a0<\/span><\/li>\n
- Allowing others to\u00a0freely\u00a0voice concerns and give feedback.\u00a0\u00a0<\/span><\/li>\n<\/ul>\n
The priority at this stage\u00a0is to\u00a0create\u00a0buy-in and\u00a0help\u00a0others\u00a0to see\u00a0what\u00a0the vision of\u00a0change could mean to them (you can learn how by attending our change management training course London<\/a>)<\/span>.\u00a0Look at the roles and responsibilities and how change will affect them, including;\u00a0<\/span><\/p>\n
- \n
- Time frames and schedules,\u00a0partitioned by\u00a0review points and milestones\u00a0<\/span><\/li>\n
- Risks and priorities to consider\u00a0<\/span><\/li>\n
- Health and safety (where applicable)\u00a0<\/span><\/li>\n
- Affects on clients and suppliers\u00a0<\/span><\/li>\n
- Additional training needs\u00a0<\/span><\/li>\n<\/ul>\n
3 – Implementation<\/b>\u00a0<\/span><\/h5>\n
Uncomfortable, unsure and awkward\u00a0are\u00a0often present\u00a0as\u00a0change\u00a0begins<\/a>\u00a0to\u00a0hit. Sitting down 1-2-1 with department heads to\u00a0set and agree\u00a0objectives\u00a0and WHY,\u00a0will eliminate a lot this confusion.\u00a0\u00a0<\/span><\/p>\n
These\u00a01-2-1\u2019s\u00a0should be encouraged by the department heads with their key staff\u00a0to\u00a0allow for transparency and\u00a0individual\u00a0delegation. This also\u00a0enables team members to grow within their roles.\u00a0\u00a0<\/span><\/p>\n
The key staff can also use their 1-2-1 with the team to;\u00a0<\/span><\/p>\n
- \n
- Set objectives and time frames\u00a0<\/span><\/li>\n
- Allow open discussion on concerns and solutions\u00a0<\/span><\/li>\n
- Present clear targets for what\u00a0change means individually\u00a0<\/span><\/li>\n
- Look at company targets\u00a0\u00a0\u00a0<\/span><\/li>\n
- To build\u00a0support mechanisms\u00a0<\/span><\/li>\n<\/ul>\n
4 – The\u00a0<\/b>comfort zone<\/b>\u00a0<\/span><\/h5>\n
Change has been\u00a0rolled out\u00a0and teams are starting to find their feet.\u00a01-2-1\u00a0reviews\u00a0should be in place.\u00a0As people begin to\u00a0get comfortable,\u00a0productivity and efficiency may very well become key\u00a0to evaluating the ultimate\u00a0success of the process.\u00a0\u00a0<\/span><\/p>\n
As the\u00a0implementation\u00a0<\/b>level\u00a0continues,\u00a0individuals are far more likely to\u00a0try\u00a0new ideas,\u00a0new training and\u00a0take\u00a0greater\u00a0responsibility.\u00a0Don\u2019t be too quick to disregard the opportunity that change\u00a0presents.\u00a0Evolution and growth are powerful forces. Change can offer you the opportunity to direct these forces into\u00a0continually improving\u00a0performance, without boundaries.\u00a0\u00a0You can\u00a0 also learn how to in our\u00a0change management course<\/a> London.\u00a0<\/span><\/p>\n
- Allow open discussion on concerns and solutions\u00a0<\/span><\/li>\n
- Risks and priorities to consider\u00a0<\/span><\/li>\n
- Asking for\u00a0the best ways to implement.\u00a0\u00a0<\/span><\/li>\n
- It allows you to\u00a0clearly\u00a0present the opportunities the new direction could offer\u00a0<\/span><\/li>\n
![\"Infographic](\"https:\/\/www.stl-training.co.uk\/asset\/image\/sharing\/thumb\/key-tips-for-managing-change.png\")
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