4 Ways to Produce Change in an Organization
In working with organizations over the years, I have observed a particular reaction people have when someone in their organization proposes a change, particularly a major one. Of course, the person who is putting forward the new idea has been thinking about it for some time and has invested their personal energy into it. Those on the listening end, who are required to make the idea a success, are hearing it for the first time and may have a mixed reaction to it. It is at this intersection where so many ideas fall apart.
People tend to work cooperatively on other’s ideas when there is something in trouble that requires immediate attention. In these instances everyone tends to pull together to solve the big issue in front of them.
In other situations leaders tend to use one of the following four strategies:
- Tell them what they’re going to do.
- Bribe them with a reward for doing what is required.
- Force them through a threat of some kind.
- Lead them.
Of the four, only number four truly works effectively. People respond favorably when they see how a new idea will improve what they are doing, not simply change how they’re doing it. As the saying goes, “Change for Change Sake” is not worth much to anyone.
Instead, each action that is required needs to foster and promote the culture that everyone agrees they want to produce. That’s most of the battle to motivate someone to do something new. It should be easy to see the positive results that will be achieved and even easier to explain. The key is to build a culture where people think and act in the manner necessary to achieve results they want.
Tom Marin, president of MarketCues, a national consulting firm, wants to hear from you! Follow MarketCues on Twitter for strategy and related tips. Tom also welcomes emails, new Linkedin connections, calls to (919) 908-6145 or learn more at: www.marketcues.com.
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Tom Marin is the president of MarketCues, a national consulting firm. Tom serves as a senior advisor and change-management consultant with 35 years of experience. He has worked for some of the world’s largest corporations, as well as middle-market firms. Tom's focus is to plan and drive strategy shifts and strategic growth programs in the printing industry and a diverse range of market areas.