In a constantly changing environment, the manager must implement a culture of permanent change.
This requires openness and flexibility, and teams that are involved, proactive and innovative, rather than reluctantly undergoing imposed changes. In spite of this beautiful dynamic, some transformations will inevitably generate resistance, it is human.
You will find the keys to managing these resistances in the curve of change, also known as the curve of grief.
Managers can no longer confine themselves in being a mere transmitter of the change desired by the Senior Management. They must be a driving force for this change. In our changing world, they must anticipate and initiate change rather than undergo it.
Three talents are therefore necessary:
Being on the lookout (benchmarking, etc.), making your teams think and brainstorm with them, and finally being proactive during transformations and continuous improvement.
How can I accompany change as a manager?
Here are 3 tips that will make all the difference: share, co-construct and act.
Share by listening and expressing yourself in the middle of the transformation process
Co-construct, in project mode, the application of the decided change in the department,
And finally make sure to involve employees in the action towards innovation (test and learn mode,…).
Resistance to change is a crucial part of the change process.
There is no impacting change without resistance (denial, anger, bargaining, decompensation,…).
Here in detail are all the phases of change that you and your employees will go through and how best to accompany them towards the new organization.