Everything changes… but can you?

Paul Deaville explores leadership development and how managers need to move with the changes to remain effective.

Recent press coverage would have you believe that doom and gloom abounds.  It isn’t surprising when you consider the size of the cuts being made in the public sector and the effect the recession has had on businesses and individuals up and down the country.  

However, not all organisations are rolling over and succumbing to the bleak outlook.  Many have chosen now as an opportunity to evaluate their options and consider how best to respond to the pressure of the current climate and come out fighting. 

The process of managing change can seem daunting at first; people are often reluctant to even acknowledge that change is needed at all.  Whilst some organisations go with the flow and cut back on services (and consequently jobs), others take the view that to retain their best staff is more important now than ever. 

Inevitably for some staff, facing the prospect of redundancy is a real and present fear.  In such cases providing support, advice and guidance is a critical element and the role managers play is key.

But to deliver this effectively, managers need to be developed themselves and there are many ways in which managers are taking proactive and positive steps to achieve this.

Some fantastic examples I have come across recently include:

• Managers undertaking ‘What’s your Plan A and what’s your Plan B?’ coaching sessions. These are opportunities for managers to prepare for potential change and possibly any interviews inside or outside of the business.
• The use of personal development checklists to help managers link their attitudes and behaviours to project success. By exploring what makes them more attractive to retain, retrain and develop, they are more prepared for change and any required development.
• Mentoring activities rolled out to specifically support those managers who may not have interviewed for several years, helping them to develop their preparation and confidence moving forward.

For some managers the prospect of dealing with their personal approach to change has presented its own challenges; they may have demonstrated concern at being required to change and would rather stick to what they know and do. 

But by encouraging managers to identify their own style and behaviour, they are much more able to understand how they interact with their team – helping to improve performance all-round by effectively:

• Dealing with change – and resistance to it
• Managing potential confrontational situations
• Developing more resourceful approaches to achieving team objectives
• Understanding the motivations of team members and that what motivates one person, may not motivate another.

Paul Deaville is an Organisational Consultant at idg, specialists in organisational development and the official partner for Investors in People in the North of England.   

An organisational development professional with 25 years experience in general management, business and human resource development, Paul has worked with a range of sectors including manufacturing, distribution, retail, hospitality, health, local government, higher education and not-for-profit.   

Through clear communication and presenting innovative ideas and approaches to challenge the status quo, Paul looks to generate commitment from key stakeholders to achieve positive results and successful delivery of organisational objectives. 

If you would like to explore how leadership and management development can support your organisation to manage change, click here or contact idg for more information.