When guiding an organization through any type of transition, it is paramount to take time to identify potential challenges. This can entail a quantitative process or rely more on knowledge of the specific market and workforce dynamics that are impacting the bottom line. Whatever the case, any concerns should be defined in a way that stress accuracy and accountability and outline concrete steps for improving the situation.
Rather than simply adopting a top-down approach, a dynamic and motivating way to accomplish effective change is to seek out employee input and develop a comprehensive understanding of team perspectives. Only after attaining transition-process buy-in at all levels can a successful transformation effort be undertaken. Helping all staff and personnel accept change helps mitigate possible disruptions to workflow dynamics that have already been established. In addition, leaders must account for hierarchies and interpersonal connections that might exert resistance, which can become problematic if the approach does not emphasize employee inclusion in decision-making.
While involving every organizational level in the transformation process is important, leadership must also be unified and ensure that all personnel are working together and in the same direction. Finding a balance between setting rules and expectations and encouraging the creative thinking that effective change requires is a critical ingredient for a successfully-executed transition initiative.
