We all want our organizations to be in perfect shape. Meaning we want them to be customer-oriented, flexible, financially sound, and to have a culture of openness, collaboration and continuous improvement. And so they can, but only if we are willing to put in the work. In any transition, the entire organization pulls together to optimize processes and develop the desired culture. However, management has a key role to play in sustaining the belief in the chosen path. A single deviation from this path, however slight, may risk the entire enterprise going to waste. The thing is, with emotions under pressure such tiny slips are all too common…
At the start of a transition, motivation is high and widely shared. Managers proudly announce that things are about to change for real. They exude confidence and commitment and they lead by example. Employees are enthused and understand the need for change. ‘Organization 2.0’, or whatever name the programme may have, is supported on all levels.
To the next level
And so it begins. In our approach, we take on process optimization and the cultural transition simultaneously, which means improvements can be achieved in much less time. As soon as strategies and objectives have been decided, we work together with employees to analyze critical processes as well as opportunities for optimizing the response to customer needs (both within and outside of the organization).
In order to achieve the objective – the correct response to customer needs – employees then need to know exactly the part they have to play. This is why we develop compentence-based job descriptions with clearly defined targets. Still, this is no guarantee of success. We also need to see that people are in their optimal positions, in possession of all the right skills and knowledge they need to do their jobs.
All organizations are different when it comes to choosing the tools that enable people to grow professionally. The options we offer include training programmes such as ‘Result-oriented collaboration’, ‘Coaching leadership styles’ and ‘Giving and receiving feedback’. We provide modern methods of performance management, with a vital role for the Spiegelapp, our interactive learning environment for personal and professional growth. Finally, we offer assessments and talent management to help spot talent and make it clear where further development is needed. After all, it’s crucial that employees find the role that allows them to realize their full potential! When the individual blossoms, so does their team and the entire organization.
Confrontations
Meanwhile, the transition may seem to be on a roll, but in reality things are rarely completely straightforward. Change doesn’t come easy to all of us. Some people are comfortable embracing the new, while others prefer their work environment to stay the same. For them, being appointed new roles in new settings, or even being made redundant, can trigger a deeply emotional response.
As consultants we are well aware of the implications that transitions can have at both the organizational level and that of the individual. Familiar procedures are rewritten and old behaviours have to change. More than ever, it becomes clear which roles are vital, who is best suited to fill a specific position and, above all, who isn’t. This can be quite confronting and we don’t all handle confrontations very well, regardless of our level within the organization. Still, the transition has to happen and this puts a strain on everyone – most specifically on the manager who has set this in motion and has to act as its figurehead.
Clarity and confidence
Historically, in our projects we have sometimes seen transition leaders hesitate to start the transition as planned. They may discouraged by the opinions of others or distracted by issues of the day. Even worse, we have seen some decide to change course after the transition has been set in motion and give up on certain aspects of the plan. All because of the obstacles they may perceive or the sentiments that are present within the organization. As a result, they may send up sorely regretting their missed opportunities.
It is our business to support the people who steer their organizations through the disruption of a transition. We meet with them on a regular basis to keep track of progress and evaluate steps taken. If necessary, we can help them make the necessary adjustments, but always with a clear view of the chosen path and the final objective. We can provide individual (executive) coaching to ensure they can continue to show steadfast and trust-inspiring leadership. Employees will be looking to them for the confidence that helps them deal with the inherent uncertainties of transition.
A key factor of success throughout the transition is communication. From the start, managers have to be absolutely clear about the objective of the transition and communicate this in a way that is clear, understandable and as concrete as possible. Another point of consideration is the informal communication that goes on within the organization, which is often based on opinions and assumptions. When left unadressed, this can have a disruptive impact on the formal process. Countering misconceptions and miscommunications is also the responsibility of transition leaders. It requires them to stay visible and have an open ear for people’s concerns.
The key to success
Inevitably, transitions will encounter some obstacles along the way. Becoming an organization that is professional, agile, future-proof and in every way successful means asking a lot of every individual within that organization. At the same time it is a joy to witness employees finding greater work satisfaction while achieving improved results. It can be very energizing to work more collaboratively and much better meet the needs of a client. This kind of energy can be felt even from a very early stage of the transition, provided the organization takes the right steps and sees them through. As we see it, the person who is responsible for keeping everyone on course – the change manager, transition leader, programme manager or whatever job title they are given – plays a key role in the success of the entire organization.
In short: be open and transparent and always stick to the plan!
Would you like to know more about what H+C and Next Level! can mean for the transition of your organization?
Call Henk Hauptmeijer at +31 (0)70 346 92 05 or + 31 (0)6 53 20 67 31 or Rob Noorland at +31 (0)6 27 17 68 86 for more information and relevant references.