The Change Manager

Every business will require change at some point (or various points) during its lifetime. It may be deemed to be a basic skill but is a crucial one for leaders and managers.

Before change can be implemented, it is useful to consider five key principles:

1. Different people react differently to change – be open and honest about what is planned and don’t give false hopes.

2. Everyone has fundamental needs that have to be met – keep people informed and include them as much as possible in order to hear their views.

3. Change often involves a loss, and people go through the "loss curve" – be aware of the negative aspects of change and be supportive and understanding.

4. Expectations need to be managed realistically – observe good project management practice.

5. Fears have to be dealt with – give people an opportunity to express their fears and try to give reassurance where possible.

Beverley Le Cuirot has had first-hand experience of change during her experience of an international bank take-over for which she was personally responsible for bringing together 550 people in Jersey, London and Geneva for the 'New Bank'.

She designed the entire new structure for the bank and masterminded the selection process which necessitated all 550 staff having to 'apply' for their own jobs. In order to assign talent into the most effective roles for the organisation and whilst also giving individuals more control of their own destiny, she invited all 550 to register their preferred areas of interest.

She also removed the 'cap' on promotion for client facing roles, ensuring that the most senior client relationship managers were not 'lost' to management roles purely for promotional gain; and resulting in highly motivated CRMs. Those more suited to management, operational or other specialist roles similarly went on to achieve highly successful careers.

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PS: Have your seen our range of Change Management books in the Immediate Impact Resource Centre?  Why not browse now?

 

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