As a living, breathing unit, your company continues to develop. Therefore, if you decide to make major organizational changes, it is important to understand what impact it will have on your employees. As the founder and CEO of Valorem Change Consultants, Laurence or ‘Larry’ Spring of Schenectady, NY, believes that any successful organizational change – whether structural, missionary, training-driven, or product-driven – requires a roadmap to ensure employee morale remains high.
Laurence Spring believes that everyone should have the tools they need to succeed, ensuring that race, economy and disability no longer serve as predictors of performance. From preparing for the transitions to creating a plan that anyone can come on board for, he takes the time to discuss how your business can grow sustainably without overwhelming your employees.
Change is inevitable and can enable you in business to remain agile and competitive. While significant changes can be overwhelming for your team, processing and creating with performance in mind can ensure a successful transition. Spring explains that your employees already have tasks, tasks, and projects on their plate and that learning new skills, ways of working, and communication can feel overwhelmed. However, by getting your team involved in the brainstorming process, clarifying your goals, creating a schedule, providing support, tracking, and celebrating small wins, you can potentially get everyone excited about the change.
As a company manager, you already have your finger on the pulse. However, when you find that it is time to adapt, change, or innovate outside of your current business model, understanding how this affects your people is important.
Laurence Spring explains that depending on the size of your company, it can be useful to involve department heads in the brainstorming process. Not only does this ensure that your decision to move forward is looked at from every angle – and that every opinion is heard – but it also allows those leaders with expertise in their departments to share how changes are affecting their individual employees .
Make it clear
Everyone has to be on board during the first transition phase. Create a detailed document of how the changes will affect who they will affect and what each department can expect. It can be useful to create a visual graphic or diagram to illustrate these organizational changes until they become second nature. In addition, Laurence Spring suggests keeping the door open to all employees who may have concerns or questions during this time.
Your employees are definitely your company’s most important resource. If you can help them not only will ensure a smooth transition, but they will also be able to communicate this change to clients and customers with ease.
Organizational changes can take place over a month or a year – it all depends on the scope of the changes. By creating a common sense schedule, your employees can understand how this will affect them – and whether these expectations are reasonable. Laurence Spring provides a simple example: “When your company has upgraded its software program, create a schedule that includes planning, training, installation and adaptation time. An effective schedule allows employees to be trained before the change is fully implemented. “
When you implement new changes on a large scale, there are always hiccups, bugs, and adjustments to make. One of the keys to staying agile is not to be blind to these areas of friction. If you don’t already have one, create a communication plan between departments and employees that will allow them to provide honest – possibly anonymous – feedback.
Allowing the time in the planning process to resolve concerns is critical to implementing lasting change.
Your organization has likely made dozens of changes over the years. Measuring success can help you understand what worked and what didn’t. Laurence Spring suggests getting in touch with your reps, sending out surveys regularly, and fully implementing the change.
Ask yourself: What did you like the most? What would you have changed Did the process feel overwhelming? How would you make it more enjoyable? Understanding the pain points of your transition can strengthen your future strategies.
“Never underestimate the value of celebrating success,” explains Spring. Celebrating success not only motivates and drives your team to become more productive, it also helps create impetus for an experience that can be overwhelming at times. A little encouragement can go a long way. So take the time to think, send a solemn message to the team, or personally thank someone for their efforts. The way you and your team deal with success and failure will set the tone for the work culture.
Investing in the growth and success of employees is a great way to ensure that any change makes a positive impression on employees.