How to lead your team so that the adjustments you make in your business are effective?
The opinions expressed by employees are personal.
In your career as an entrepreneur, many times you will need to make changes in your business. You will enter new markets, launch product lines or modify your customer service strategy. We do not want to discourage you, but the reality is that, according to a study prepared by Greg Shea, author of the book Leading the successful change , more than half of the initiatives in companies fail.
The expert has spent decades helping companies implement changes effectively. Shea argues that change initiatives fail because leaders leave aside an essential factor: human behavior .
Change, then, must be designed with human behavior in mind. “People often behave in a way that makes sense to them,” says Shea. “They adapt to the environment in which they find themselves. If the environment does not change, neither do they. ”
Therefore, to create an effective change you must focus on the role of your employees in that effort. “What kind of behavior will make things happen?” Says the expert. And beyond that you must think about the environment that motivates such behaviors.
To answer these questions and lead effective changes in your company, apply these three basic tips:
Create a scene
To understand what needs to change, describe a scene of your ideal future, explaining what your employees will do after the change is implemented. For example, if you want innovative ideas to be generated in a more organic way, then discover what the development of a product would look like. What skills will people have? How will you communicate the information? Who will contribute what decision? How will talent be measured and rewarded? Think about how everything will look if you manage to implement the change.
Some companies create diverse scenes before having a clear picture of how a change will look, especially if it is complex and involves too many actors. Others think that considering a single scene is enough. “You will have finished this task when you feel it is specific enough to be able to imagine how to generate that behavior,” says Shea.
Once you have created the scene, gather the people whose behavior will be affected; those who will live the change. For example, if hospital administrators want to reduce the number of readmissions, they need to talk to the nurses, doctors and social workers, who are the ones who generally treat this kind of patients.
Give the group the opportunity to review and discuss the scenes you have created. Ask them if they are realistic, if there are obstacles and what they would add to these assumptions. Doing this will not only provide you with ideas that will help you paint more effective scenarios, but will also generate activity for the people responsible for executing the change.
Reimagine the work environment
Guiding you through your scenes and conversations, think about how you need to change the work environment to promote those behaviors. Establish an environment where these behaviors are incentivized and easy to perform, while those you want to avoid encounter obstacles. For example, you could increase collaboration by switching to an open work space, installing creative walls where people can ask and answer questions, establishing an internal chat system and rewarding collaborative projects.
As you begin to implement the changes, review them based on your scenes to measure progress and make adjustments. Your scenes should not be taken as dogma. Remember: change is a repetitive process.