Employees’ responses to organizational change can range from fear and panic to enthusiastic support. Understanding why people respond to change so differently can help managers and supervisors design an appropriate change strategy. The following are some of the factors that influence a person’s response to change:
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Family upbringing
Our attitudes about change are partly determined by the way our families reacted to change during our early years. People who live in the same house, attend the same church, shop at the same stores, and drive the same routes daily throughout their formative years may have more difficulty dealing with change than people who grow up in several different neighborhoods. In the same vein, those who become accustomed to associating with people with the same values and ethics may find it more difficult to appreciate the diversity of today’s work force. An employee who was raised in a family that viewed change as a challenge to be tackled will probably have a more optimistic outlook about change than a person who was raised in a home that considered change an unwanted evil that upset the predictable family routine.
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Filed under: Leading Change, Most Popular Posts, Peter's Blog on December 22nd, 2009 No Comments »
Senior management plays a significant role in the overall communication that flows down to employees. Despite their efforts, communication continues to be an issue within many organizations. According to our Employee Satisfaction Surveys, only 57.3% of employees feel that communication flows effectively from upper management to employees. This is unfortunate because when management does not consistently communicate openly with employees, especially in this economic climate, the result is an unproductive work environment filled with speculative rumors and a loss of trust in management.
When the CEO or president regularly communicates with all employees, whether through e-mail, video, or a town hall meeting, most employees appreciate the communication. The challenge for senior managers is that they will never be fully effective at getting the communication down to the front lines unless they are supported by managers and supervisors who place a high value on making sure employees are “in the loop.”
The following ten tips will help increase your effectiveness when communicating with employees. These tips are simple, however, they can make a world of difference in an organization. Our experience tells us that when managers use these techniques, employees notice not only better communication with their boss, but greater morale in their department.
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Filed under: Communication, Leadership, Peter's Blog on December 18th, 2009 No Comments »
A company’s success and reputation often ride on the people they select for management positions. Personality, approach, and style may vary from one manager to another, but we have found the best managers have six traits in common.
- Desire to serve others
The best managers take an interest in serving both internal and external customers. This contradicts the old-school belief that when you became a manager or supervisor, your direct reports are there to serve you. When employees know that managers have a desire to do whatever it takes to help them become successful in their jobs, employees and fellow team members will go out of their way to help the manager or supervisor, and the organization, be successful.
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Filed under: Leadership, Peter's Blog on December 17th, 2009 No Comments »
Simple Words Make a Significant Difference in Developing Leadership
The most important six words: “I admit I made a mistake,”
The most important five words: “You did a good job,”
The most important four words: “What is your opinion?”
The most important three words: “Would you please…”
The most important two words: “Thank you,”
The most important word: “We,”
The least important word: “I.”
Author unknown
- I Admit I Made a Mistake
Whenever supervisors and managers are able to admit they made a mistake, they have demonstrated two important leadership skills. First, high self-esteem and confidence. A supervisor or manager who lacks self-esteem and confidence will most likely defend wrong actions at all costs. Second, the need for growth. Supervisors and managers who can admit they have made a mistake will most likely have followers who will go out of their way to help correct their leader’s shortcomings.
Continue reading “A Short Course in Human Relations” »
Filed under: Leadership, Peter's Blog on December 16th, 2009 No Comments »
Every Leader Makes Mistakes. Here’s How to Make Things Right Again.
It seems obvious, but it is worth stating: It’s vital to recover from stupid behaviors. It is also important to emphasize that every manager has done, or said, something in a working environment and then thought, “That was stupid.” The next thought typically is, “What do I do now?”
To recover from stupid behaviors, read the twelve tips outlined below. Putting these twelve steps into action will not only mitigate the impact of your past stupid behaviors, but further develop your leadership skills, add value to your organization and lay a firm foundation on which to build future relationships.
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Filed under: Leadership, Peter's Blog on December 3rd, 2009 No Comments »
