Managing Up: Managing Change from the Heart
Managing negatives is sometimes a real challenge for organizers. Standing in the middle of a technology-driven management transformation, the first thing I hear is “how do we manage the negatives existing in the organization”. It seems that what is to be achieved is geared towards converting everything and everyone into the team. Which is nothing new, but what is new is the degree to which we are faced with managing that change from the group upfront, to the “head off” – showing up to roles and responsibilities like a winner.
Organization Key Performance Indicators
We see the big picture, navigate the newly created team and the Organization Key Performance Indicators, and leave the team and responsibilities to the team, or the other guys. Sure, they get newbies to be the team leaders and need to be involved, get new members to be on the team, train them, set them up, and keep things moving forward. 1 vital item that is often left out of this progression does not need to be on the radar-screen.
National and organizational goals are important, and if you can’t get everyone on the same page, some or all of the goals are less than meeting your own departmental and community requirements. Sounds many a manager spends pages and pages of policies and procedures hone rivaling a resolution to a questionable Universal surely Post 2013 is merely acknowledgement that some of the organization’s policy and procedures are unclear, ambiguous, or need to be removed for better clarity, so its not even properly understood.
WE’RE DOING IT Wrongly
If we are to paint a picture of organizational optimization with our team, it is clear that we are doing it “wrongly”. The most common mistake that can be made is the process sync, which does not focus, nor does the action plan, but rather in others steps and policies.
While we have of course and solution set in place, and warm bodies to interact with, we have several issues with the system set up to manage the requirements. These issues go beyond just one product, thought or advocacy. Within signing off an action plan that contains what needs to be done, it sets a stage that may not be appropriate for the need or with the team. When things go awry, or something gets left off the list– it becomes a real problem.
With many resources, at the wife’s discretion; former colleagues, senior executives and teammates. I believe it is important for leaders, supervisors and others to understand that we are in fact creating a buzz word/name. It is important that we increase “head office” awareness to understand that we have created more than in the past to communicate things. Namely organizational messaging. That is, instead of speaking to a stakeholder, we create one. This isa win-lose by nature.
REAL – NOT HOW WE THOUGHT IT WORKS
The chemistry of the buy-in is key. It is a selfless shift that is important to push many other initiatives. It is uncomfortable for many, considering “bonding” Conversely, where business becomes symbiotic. The old ways of doing things from a sustainable, and scalable level, we have become more and more out of alignment. Interactions can be difficult or forced. Move forward with your team to help your organization. You cannot sell me a product or program that I don’t need!
The reality is that this is a fundamental conversation that needs to occur for the greater investment in the company. When dialogue becomes a problem, then the meeting should focus on ensuring that the organization is misaligned. There is only one way to fix the problems, going back to the source; the individuals.
WHAT IT MEANS:
Cultivate Self Confidence. Our organizations need the committed minds to support and facilitate movement forward, and that starts with us. There are excuses that de-motivates individuals and if there are inadequate solutions, then resistance is inevitable.
Again, as CEO, President, and Valued Employee, one key component is to speak to each other, share organizational marching orders and knowledge, create understandings, build relationships, and get everyone on the same sound footing to stay upbeat and present a common and concise image of the organization. In this ever-changing, unpredictable, systemized environment, the need for this important “trade off” is key to both the team and everyone on it.
The honest mutual respect, form of action, needs to be present to have an opportunity to move forward. This is an important facilitator to engaging in an otherwise challenging, full system. The leadership role is necessary.