Straight talk | CHANGE & SUCCESS

Covid-19 crisis is making or should be making every company and employee think about their future. How do we stay or become relevant? How do we become and remain successful?

When a major change event happens, it is necessary to review and change in a big or a small way depending on a number of factors.

Although change may be forced upon us and accelerated, good, sustainable change does not happen by chance or by force. Change requires review, thinking and planning and most importantly implementation. It requires change leaders, change agents, change managers and change facilitators as well as good followers at all levels.

Change is not for everyone. For some, it can be disorientating and unsettling and uncomfortable. To others, it is a challenge, exciting or an opportunity. However change is not a luxury but an inevitable necessity. Realising and accepting this point alone can bring a company closer to success.

There can be an element of luck in every success story. However continued success is never down to luck alone. Top companies tend to be good in most or all departments and their strategies are aligned and activities balanced. Otherwise, ‘the weakest link’ or the ‘bottle neck’ syndromes apply, derailing or slowing progress. 

In a change situation, some people are ‘The Converted’ others ‘The Convertible’. The third category is the ‘Can nots, ‘Don’t s & Won’t s‘ . The fourth and the final category is the ‘Pretenders’ who behave like they get it and want to help or go along with the change but eventually give up or get exposed.

One of the biggest barriers to change and innovation is the “that won’t work here OR it is not for us because ...” response.  The because takes many forms. It includes:

• Because we are big/small/complex/different
• Because we are regulated
• Because our products are XYZ
• Because of security, safety, risk, cost ...

In most cases the real reason is because the people do not want to change or can not see a reason/need to change or the company is being prevented from changing. 

Organisations and companies who resist change, ignore the need to change and improve or can not see that they need to change are sadly destined to fail sooner or later.

Change can not be forced or imposed, done to a company or for a company say by outsiders such as consultants - who can of course facilitate and assist at times. Change must come from within in order to be sustainable. Change needs change leadership, facilitation and full participation. Change, like Lean and Continuous Improvement must be ongoing. It can not be done and finished and moved on in order for a company to remain competitive.

When it is the survival of the fittest, there is no time for or point of debating if being fit is a good thing!

The best performing companies are those who have the right culture and the right people. They encourage, motivate, empower, enable and develop their people and make best use of their strengths. There is no room for politics, command and control and ‘management is always right’ thinking. Decisions are made quickly and efficiently. Mistakes are tolerated or even encouraged. Workloads are realistic. Targets are realistic and achievable. Participation is encouraged. Resources between departments are balanced. Change is embraced and encouraged.

People are THE key. Only the best people can recruit the best people. Only the best managers can manage the best employees. It is crucial for companies to look after their best assets for continued competitiveness and success.