How to Manage Change

imageImplementing LEAN in any organization requires an understanding of the dynamics of change, how they affect individuals in the organization and an ability to translate vision into terms people can understand and buy into.

There is a misconception today that people are resistant to change. People are not resistant to change. People are resistant to being changed. They don’t want to embark on any new initiative unless they fully understand it and see the benefits it brings. It is our job as managers to help them in this discovery process, answering their questions, constantly describing the advantages of the change, explaining the individual’s role and the changed organization at the end of the process. You can not over communicate change. You can not talk too much about change. You can not over encourage people to participate in the process of change. If we don’t do this, people will resist change.

This is especially important in organization that is in the process of becoming LEAN. The LEAN process is a process of continuous change. To successfully implement LEAN we need to empower everyone to take what ever action necessary to improve processes. We also need to hold everyone accountable for making changes.

There are three distinct phases of change. The first is starting on the journey. This starts when the decision. To change is made. The third is a new beginning, some point in the future when the new culture emerges. The middle phase is the transition phase. This is the most exciting phase of change. There are no rules in this phase. We can try anything. If it works and benefits the customer, we implement and hardware it. If it doesn’t, we make adjustments, if it still doesn’t, we scrap it and try something new. In order to be successful we need an empowered accountable organization willing to try. If we don’t prepare the organization properly and support it in the transition phase, it will not be successful.

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The Two Minute Tip: How to Hold Your Manager Accountable


The Two Minute Tip- How to Hold Your Manager Accountable

 In times of rapid and unrelenting change we are held accountable by our managers for our conduct and performance.

But who’s holding the managers accountableA question I’m frequently asked is “How do I hold my manger accountable when they don’t get things done?”

Its takes courage to initiate the process and confront your manager but it will make a profound positive difference in your relationship with them. Your manager may not even be aware of your concern and how it’s affecting your performance and maybe even your attitude.

It’s a simple five step process.

  1.  Start by describing the situation as you saw or heard it. “Mr. Bayer, you said you were going to…and tell them your issue and then say was disappointed (or perhaps frustrated, or stressed) when you didn’t do it.
  2. Wait for a response.
  3. Once you have a response, open by saying “What would be really helpful to our working relationship is…” and then tell them.
  4. Wait for a response
  5. Then close by saying “Can we agree from now on… “ and state the action you have both just agreed to take.

 Use these simple steps and see the positive difference it can make in your relationship with your manager.

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The Two Minute Tip: How to Hold Your Colleagues Accountable

During times of rapid change some employees embrace the change while some resist. How can we hold colleagues or co workers accountable especially since we’re not managers. Watch the short video by business keynote speaker Michael Bayer CSP and learn how!

Two Minute Tip: How to Hold Your Peers Accountable

Organizations spend huge resources developing standards of behaviour, yet staff feel powerless when colleagues don’t follow the standards or belittle others for doing so.

The biggest issue for staff in every organization I’ve worked with is how to hold colleagues accountable for their actions and words.

Let’s look at a simple five step process that you can use to hold anyone accountable for their behaviour. Suppose someone has been rude to a customer.

  1. You could say to them:
    “Michael, when I saw you being rude to Mrs. Smith, I felt embarrassed because one of our standards is to always be respectful to our customers.
  2. Wait for a reply.
  3. Once the person has responded say “What I would really appreciate is or what our customers would appreciate is “and tell them.
  4. Wait for their response.
  5. Then say “Can we agree from now on we will”

Think about the situation when someone is being sarcastic or making rude comments about you. They could be referring to you personally, your promotion or special assignment to name a few.

How can you confront them?

  1. You could say to them “Michael, I heard what you said about me or my promotion or my special assignment and then tell them how you feel be it sad, disappointed, frustrated, worried, stressed or embarrassed.
  2. Wait for their reply.
  3. Once they have replied, continue by saying” I would really appreciate it if you would…. and tell them what you want them to do.
  4. Wait again for their response.
  5. Then say “Can we agree from now on…”

It’s not easy to confront colleagues about unacceptable behaviour but it’s everyone’s responsibility. Why does this model work? Because it focuses on the unacceptable behaviour. Not on the rules or why there are rules but why the individual isn’t following the rules. It puts the onus on them to explain their behaviour and correct it. Try this simple model and see how it can make a difference in your working relationships.

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