In the face of overwhelming change, it is often difficult to predict the future with any certainty. Managers must have the flexibility to adapt to change and harness its forces to their advantage. In many cases the results of such an upheaval cause a shift in both thinking and actions.
While this process can be difficult for some managers to adjust to, one thing is certain: they can either adapt or be bypassed. Market and business conditions are unforgiving to the manager who resists change.
Managers must recognize that many of the traditional business models of the past are no longer applicable. A number of organizations have employed a host of management fads over the past decade with either limited success or disastrous results.
Aside from the implementation of new ideas and concepts meant to enrich the authors rather than the company, it is certain that managers must deal with the ever-increasing forces of change that appear to be both overwhelming and unrelenting.
It is important for managers to understand that they are forced to adapt to and align themselves with the changes impacting their industry and company. The traditional direct-and-control role is being replaced by the principles of active leadership and empowerment as the most effective method to anticipate and handle changes in the business environment and marketplace.
As a result, the manager is required to take a proactive rather than a passive stance. In this way leaders are on the alert and prepared to deal with the constantly changing business environment.
Managers must adapt to meet the demands of their company, customers and the marketplace. Their professional development and transformation into a proactive leader is interlinked with the changes their organization must make to survive and prosper.
The shift can be accomplished by the continual application of the ideas listed below. Since change is continuous and relentless, the evolution of new ideas and professional development must also be ongoing.
Managers must always be seeking new ideas to implement in their business. The best source of new ideas and insights lies within the native knowledge of their individual employees. They are positioned in the front lines of the business where they gather feedback from both coworkers and customers, and see firsthand what the competition is doing in the marketplace.
Unfortunately, in many organizations this wealth of knowledge is seldom tapped, much less converted into a useful form. Yet this source of information, insight and ideas are at the manager’s fingertips.
Managers need to schedule ongoing brainstorming sessions to utilize their employees’ knowledge and work through ideas and concepts. Where geographically dispersed branches or locations prohibit this, managers should consider a threaded discussion group using email as a tool to engage their employees as a group.
Brainstorming has distinct advantages in that it feeds on participant synergy in order to build on ideas and concepts. Most participants feel energized and motivated when the exercise is properly undertaken and all ideas and feedback are considered and treated with respect.
Most seasoned managers have personal prejudices regarding how things in their business should be run. Formed from their experiences and successes over the span of their career, these biases can hinder a manager’s ability to develop and implement new ideas and concepts.
With the speed and impact of change in the world now, it is essential to know that what has worked in the past may no longer be effective, and that the fact that old processes may still be in place does not mean there are not better ways of doing things.
New ideas and concepts developed during brainstorming or from other forms of feedback should not be summarily dismissed as a “bad fit” for the corporate culture. Managers need to put aside their personal prejudices and examine viable ideas from all angles in order to determine whether they have an application or can improve employee and company performance.
Implement New Ideas
While managers should seek out new ideas from their employees, customers and their own research, more must be done. After developing these ideas, determining their applicability to the company, and prioritizing them, managers must then implement those that can have the most impact.
People generally fear that new approaches will not work. However, managers must overcome their reluctance by continually testing new ideas. If they do fail, they should learn from the experience and move on to other concepts. It is from a series of failures and the subsequent lessons learned that new and viable ideas are built.
Managers must remove barriers their employees may encounter that hinder their effectiveness, productivity and efficiency. In the sales environment, this can typically include reports as well as reworking procedures that hinder their ability to directly deal with a prospect or customer.
Managers need to measure what is actually needed versus what is currently required. The implementation of new ideas and the increase in the level of customer service may require a streamlining of procedures to enhance the individual employee’s ability to be productive and attain desired results.
From the mid-90s to the mid-00s there was a tendency for companies with a “bigger is better” mindset to expand through acquisitions and mergers. However, managers must now think small. This adjustment may include reorganizing units into smaller cells that are more adaptable to change.
Additionally, thinking small should translate into the areas of goals and planning. IBM built their business on the philosophy of small successes. By breaking their goals down into a series of less daunting, more easily attained steps, employees were able to build their confidence and motivation by completing one after another. The outcome was the same as giving employees the entire goal at once, but in this manner it did not seem insurmountable.
Lead with Passion
As managers transform themselves into proactive leaders they must evolve in their style so that they lead with a passion, sharing their personal vision at every opportunity with their employees, customers and suppliers. They will find that their passion is contagious and that it will impact the performance of the entire team.
Excerpt: Professional Development: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI, 2011)