Where ever you work there is a company or workplace culture if you will. It is the framework that hampers transition / change management because it is viewed to be necessary for consistency in day-to-day operations. Now consistency is a good and necessary thing from an operational perspective. However, what happens when what is defined as consistent no longer serves the business? Some form of stagnation is a common result. That stagnation becomes the stumbling block for change to occur.
As a Business Transition Strategist questioning assumptions, behaviors, beliefs and processes is second nature. However, in the role of transition management you are not typically the person with the authority or power if you will to enact processes that would be beneficial over the short or long term.
Finding a way to engage your clients is imperative and the following areas provide suggestions for a place from which to launch.
- Address what is actual current in the operation of the business. Have the leadership and managers look at what they are doing and why.
- Bring measurement tools to the forefront. It seems like an obvious thing to do yet it may be overlooked in the haste to get an initiative started
- Work within the sphere of influence you have. Promoting changes begins with working within those aspects you have influence over.
- Ensure your champion for the process is well informed. The person who is the champion of the process is likely someone who commands a larger sphere of influence than yourself.
- Be diplomatic. Being the person who knows it all is hardly a diplomatic approach.
- Speak to your audience in the manner they understand. Take the time to define the terms you are using.
Changes occur with action. Build on your wins and take the time to celebrate each of your successes along the way.
Business Transition Strategist, Marie-Helene Sakowski at firstname.lastname@example.org