Email: Tips to be better at change management, new team leader. (Italy)
No shortage of books, online talks. A few humble thoughts. Change management isn’t a mysterious sub-specialty of management, something distinct from managing itself.
If sales need to be increased, that’s change management. If market erosion needs new business models, that’s change management. Costs reduced? Productivity improved? Change management.
The job of management always involves defining what changes need to occur, seeing it through. Even when the overall aim is consistency, it often involves change goals – reduce variability, boost time to market, increase retention, incremental margins. Each innovation brings lessons to reform operations. Organisations are a fluid, perpetual motion machine. Change doesn’t occurs as some sort of happening, it’s a part of everyday life.
When managers start to view change as an extraordinary event that needs special skills or techniques, it creates resistance. What needs to change is the way we think. We can view change not as an occasional disruptor but as the very essence of management. Teams carve sub-goals, test innovative concepts constantly. A series of focused re-iterations, creative programs for learnings. We can incorporate new ways of working into the core fabric of the team. Balance or re-align methodologies, processes, structures, systems.
Specialist experts can be supportive, but actual management of evolution must remain in the hands of managers. All management, is management of change!
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