How managers successfully initiate change processes
In order to be strong in the face of internal changes, employees are required not only to accept innovations, but also to understand and implement them. For the process to be successful, the expertise of managers is required, because they ensure that the "human factor", as the decisive tipping point in the change process, contributes to positive implementation. And this does not seem to be as easy as one might think. According to many studies, between 70 and 90 percent of all change processes fail because employees do not support the changes.
The human factor as a decisive aspect
Uncertainty, a lack of understanding or concern about the future within the company are just some of the possible factors that prevent employees from supporting the implementation of the changes. Managers must offer their employees orientation and take the fears and questions that can arise about the change process seriously and answer them at eye level. This is the only way to ensure that the entire workforce pulls together and that the process can be successfully completed.
Agile action is require
Through their actions, managers exemplify how changes are handled. They answer the 'why' question and communicate to employees the purpose of the planned action. Those who fail to communicate the value and purpose of an action to employees will have a difficult time implementing it.
A decisive characteristic of agile action is the recognition of opportunities and the observation of markets. Especially those employees who are close to customers and market developments in their daily work are involved and encouraged by managers to recognize trends and opportunities and to react for the company.
Regular exchange and room for experimentation
Regular discussions with employees provide many opportunities to develop future topics together and give them the chance to contribute their own ideas. Open, low-hierarchy management encourages employees to contribute their own suggestions and plans. If managers consider these ideas to be feasible and promising, employees should also be able to try them out. This creates a dynamic corporate culture and strengthens employees' confidence and sense of belonging.
Looking beyond the end of one's nose
Being open to new impulses, changing and broadening one's perspective from time to time - these are also ways of making a company more open to change. Managers who regularly question their own actions are good role models for employees, as they show that no decision has to be set in stone. Being able to admit mistakes, incorporating the arguments of others into the joint decision, saying "Why not?" more often than directly saying 'No' - all of this can help to promote agility in the company and strengthen employees' sense of personal responsibility and motivation.
E-learning courses for awareness building
In addition to active role modeling by managers, awareness measures such as regular training and e-learning courses also support the sensitization of employees to change processes. They strengthen confidence in their own abilities and give them the opportunity to reflect on their own actions. Our e-learning channel Change Management includes courses for various departments, different hierarchy levels and subject areas and strengthens awareness and readiness for change among managers and employees alike.