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An unknown fact about change management

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Organizations today take change management seriously. The organization does its best to monitor, preserve and plan … But the “jewel in the crown” – the project team is neglected while planning the change. Ironically, it is precisely this population that needs to receive the “best cut” of the change management!

Think that there the change will go smoothly? Our experience shows that the connection between people of different professions, organizations with different cultures, conflicting loyalties and a different work culture create a Tower of Babel. Foreign languages, conflicts, people who are used to acting in a certain way, and it is clear to them that it is the right way … and this is true of all of us…

The project team is the leading family: the best people in the organization and the partners you have chosen who start with a lot of motivation, and down the road we see them exhausted, no energy and nurture negative feelings about the organization. “My quality of life has gone down since I

You want the project to run smoothly and not get mired in irrelevant details? Do not ignore the project’s leads.

A. Before setting out, bring in the organization’s staff for a professional workshop to coordinate expectations, define the “project language” and build a mechanism for managing the projects we know we will run in to … Be prepared – this workshop will have to be repeated at least once more.  

B. provide team leaders with tools to run businesslike meetings, to follow up on decisions made at the meetings and create a team atmosphere. You may be surprised to know that this is not a given. Not every professional has these important tools in his toolkit.

C. Invest in building team spirit. We know that at some stage the huge investment of team members creates bitterness and exhaustion. Do not let that happen!! create experiential surprises, happy hour, social gatherings. Do not underestimate this. The team will understand that they are going to battle covered by Iron Dome – a team that protects each other.

D. Take care of all the cards that are close to the vest – do not let conflicts of interests and territorial battles take over the project. Face them head on and take care of them! Sometimes emotions are very difficult, and you need professional help, do not hesitate – these conflicts do not evaporate if you do not treat them …

E. Recognition! Recognition! Recognition! As much as possible and even that won’t not be enough. Show your appreciation to the team, to direct and indirect managers, to the entire organization

Remember the situations in which we connect different families in one event. It’s not simple at all …

What is the difference between internal marketing and change management?

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A common mistake is to focus on an internal communication program instead of change management Imagine a world in which we are told how important it is to eat healthy, be patient and exercise, and we all just do it. Sounds unreasonable, right? So why when it comes to change management are there those who think that communication and explanation are enough??!! A quality program for change management should enable employees to adopt the vision, including a new approach, new processes and … new behaviors. Do not be naive and think that this can be changed just by communication … Add the following to the change management program: Administrative actions: harnessing to a new vision and approach, monitoring and control, example and handling exceptions Professional training of the new work processes by internal and external content experts Peer support by change agents in a formal and informal manner Need to adopt Managerial leadership Professional training Peer support Internal marketing

Vision and approach + + + +

Work processes + + + +

New behaviors + + + +

Remember, if you could make changes based on marketing we would magically become happy parents to perfect children, healthy in mind and body.

Creating a Change Agents group – a good idea, bad execution

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Why doesn’t this work?

The challenge begins with choosing the change agents. Usually those who are available are less suitable and those who are suitable are very busy.

Why does this happen? Fear of confrontations, pessimism about finding a solution to the issues of availability and a desire to “connect” more employees to the change.

To solve the availability vs suitability dilemma, we divide the change agent group into two.

* Agents of change before the training stage – we will take people with a verbal ability, good employee connections, the ability to lead and openness to change

* Agents of change for the training stage and after the changeover from the project to routine – we will take those with technological capabilities, training skills, organized and capable of resolving conflicts.

Each group is suited to the needs of the project and will therefore provide the most appropriate response at the right time

To get the criteria A list for choosing the best change agents, please contact us

The three reasons why managers fail to lead change

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  1. Managers who are cocky and arrogant – they think they know everything, there is no process of introspection, do not develop additional methods and are satisfied with the existing system

  2. In order to build a plan to lead the change, we have to stop our day-to-day routine and step out of the current situation. A lot of managers are “drowning” in the day-today and find it difficult to pause for breath

  3. Many managers believe with all their might that the fact that the organization is a hierarchy will cause people to follow the change guidelines Reality only hits us when faced with it head-on. Get ready, equip yourself with the tools to create a change management plan. You know the change will come much sooner than you anticipate.

CEO’s & Change Management – ZOOM IN ZOOM OUT

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When you stand at the summit of the mountain and look down, all the details seem small and insignificant, but when you get nearer you get a different picture. It is larger and more detailed.

The senior management position gives the feeling that the change is short-lived, easy and quite like what is in place now. They are not sufficiently aware of the implications of the change.

CEO’s invest most of their time making decisions about change and they leave the leadership to the lower levels. The organization interprets this as ignoring the change and that it is not a priority of the CEO.

Dear CEO, this was your decision – now it is time to focus on the details. There are a lot of small decisions that require your attention!

Change Management – insource or outsource?

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As with many things the answer is a combination of the two.

Inhouse – the responsibility towards the change management project should be carried out by a company manager!

Outside – Special actions that require professionalism and very specific experience should be carried out by an expert. For example: building a change management plan, developing process training, defining failure scenarios. A lot of the time and skillsets exist within the organization itself. The next stage is to think about cooperation with an external partner to prevent the situation of: “No man is a prophet in his own land.”

Honey, I forgot the kids!

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How not to leave anyone behind in the organization’s internal marketing activities

A conference on beginning a company change management process in a medium-sized high-tech company. There was a familial atmosphere. The conference was a success and at the end, together with the higher management we sat down for a breather. Suddenly a senior manager approached and asked to speak to me privately. In the conversation he said he was hurt by the change management team. “why?” I asked. “You held such a big conference and did not think to invite me and the department.”

I realized there was a problem here. I would like to devote this post to analyzing populations with a stake in the company’s future so that similar situations do not recur.

Since then, for each activity, a table of interested parties is created, in the following order: Who should be informed, who needs to participate, who should receive a summary, who should lead the process and who should approve it. We suggest you adopt our table for any marketing activity!

As in every family, we also hurt others and are hurt by others, and as Yom Kippur approaches, we should ask forgiveness from anyone who was hurt.

How do you know if you need change management in your organization?

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The three signs that give you an indication:

1 change relates to work processes and / or performance and / or employee perceptions

2 The change will cause losses for certain populations

3 Past changes have been experienced as difficult and perceived as traumatic

If your answers to the above are positive, you should plan a structured change management process.

How to change an organizational structure wisely and without a consultant

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CEOs – this week I got a surprise. How to change an organizational structure wisely and without a consultant – I was asked to join a special meeting! The order came from an old client of ours. The CEO of a technology company that has developed unique technology in the financial field. After a second recruitment round, he decided to change the company’s organizational structure. He chose to invite about 15 outside people from various unrelated professions to brainstorm and find the correct organizational structure for him. We went in to the room without knowing each other or the purpose of the meeting. We came out after each of us spit-fired all kinds of different ideas, gave of himself and learned different ways of thinking from others. In the end, an efficient organizational structure was created which met the needs of the company, in all of half an hour!! I learned a something new and am happy to recommend it and pass it on.

HR Manager, Wait! Do you know how many changes are planned in the organization this year?

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“There is never a dull moment. We are overwhelmed by changes, and our organization is changing all the time”. Please take a moment to see how many changes are taking place at the same time – usually the answer is more than five. So, what happens with change management in this type of situation? How do I manage all the changes at the same time?

What is the leading principle for managing all the changes occurring within an organization throughout the year?

Every change has its own project management, road map, timetable, and often its own politics …As such, in organizations where there are a lot of parallel changes, the role of an HR Manager is to manage the “traffic” so that there is no congestion in the process … have one change management process, which manages and synchronizes all the changes in the company without generating a “traffic jam”. Your job is to create the common ground for all changes by extrapolating it from the change strategy and building a single work plan that will address the entire process.

Employees should see the organization operating in one, synchronized track. Otherwise, they will get the feeling that the organization is disorganized and unclear of its vision of the future, and afraid the company may recalculate its steps.