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You know when someone decides that the company is going
to embark on a new initiative such as a customer care
programme or work to a new set of company core values,
or whatever, the processes and procedures are developed,
the staff are given their training, suppliers and customers
are warned and then ... well, why doesn't it ever work
the way it was supposed to?
It happens time and time again, and each time we are
told that this one is different; this one will work
because the company is committed to it.
The trouble is that the company was committed to all
the other initiatives which didn't work.
So what goes wrong?
Well, when a company decides to implement a new initiative,
be it customer care, empowerment or even cost containment,
the company embarks on a new course. This course is
plotted and handed out to each member of staff and they
try, in vain, to implement it. "In vain" because
they are trying to fit the initiative to one way of
doing things - the way currently role modelled for them
by senior management - the way which is culturally acceptable.
An example ... I remember an HR director whom I had
to restrain from issuing a directive to all staff telling
them that they must attend the company empowerment programme.
The director could see nothing wrong with doing this.
It was how he had always got things done in the past!
Behaviour starts at the top with a clear indication
from senior management that things are different, and
this is portrayed by the things they do and how they
do them, not the words they use. These new behaviours
have to be planned; each senior manager needs to understand
their role in the new culture and what changes they
need to make to the way they manage for the new initiative
to be reinforced.
Then, people who are to be on the receiving end of
this new behaviour need to understand what is required
of them and make their individual and collective decisions
about the way they want to behave in order to achieve
the end result.
The outcomes from this approach can be very powerful
because ownership of the initiative is firmly with the
people who are trying to carry it out ... the staff.
Training offered by The Development Company
Managing Change "The Buxton Experience"
Change is a key feature within many organisations today
and is now very necessary for survival. Planning for
change often involves re-engineering processes, re-structuring
departments and making changes to personnel. The new
methods, approaches and practices encountered by managers
and their staff can be very difficult to implement in
the new, strange environments where people are uncertain
of what is expected of them and what the future holds
for them.
In The Development Company we have developed a method
of enabling the employees (managers and staff alike)
to become more comfortable with change and develop confidence
in working with the new processes and methods.
Through our research with a number of companies and
universities such as Barclays Bank, Rover Cars and Loughborough
University we have concluded that three elements needed
to be present for change to have a chance of being more
successful:
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Development of new processes |
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Development of the people |
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Development of the culture |
Culture is the one most likely to be ignored or left
out and yet is the most powerful of these three elements.
"The Buxton Experience" is a tailored process
designed to enable your managers and employees to:
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Identify the appropriate culture
to support the changed priorities |
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Manage that culture and measure
its effectiveness against organisational goals |
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Identify the development required
for individuals, to provide them with the skills
necessary for them to do their job to the satisfaction
of the organisation |
The result is designed to be a radical shift in values
and behaviours from your people, enabling key results
to be achieved when supported with other initiatives
within the organisation.
"The Buxton Experience" is not a training
programme. It is the start of the development of your
people in line with your corporate objectives and becomes
an ongoing process within your organisation.
Quote following a Buxton Experience (June 2001):
"Better than drugs".
- Paul Ovall, Toymaster
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For more information about our
tailored training courses
call 01604 810 801 or click
here to contact us. |
