Ways To Address Agent Empowerment Challenges
One of the most important and inevitable obstacles any company faces multiple times throughout its life cycle is the need for change.
Organizational transformation requires empowerment and participation at all levels. Once a company is well-prepared for change, only then can they start preparing for the change battle. Behaviors and mindsets must be adapted for a quick and positive change.
The first phase of winning the change fight is to empower the team and enlist as much participation as possible at all levels.
1. Communicating A Powerful Change Vision
Keeping it simple and authentic is crucial, as is using multiple channels for communication and finding ways to repeatedly weave the vision into everything the company says and does.
The transformation task force guiding the change initiatives must also change their behaviors to be consistent and aligned with this new vision.
Allow everyone to have a voice and encourage transparent communication from the top down and bottom up.
When the team is aligned and bought into the mission, that's when beliefs change. New beliefs lead to new actions being taken and those actions lead to the desired results.
2. Providing Training for The New Systems And Structures
Instilling new systems and processes to fit the vision requires training, something many companies think they don't have the time and budget for.
But what is the real cost for not investing in the right training at the right time? Sometimes those companies that do have the foresight to invest in training, also fall short because that training only focuses on a few technical skills but leaves out teaching the employees to think differently and develop new behavioral skills.
3. Handle The Anti-Change Agents
Having powerful people that have been around a long time can have both positive and negative connotations during a transformation effort. If they are bought in and evangelize the change to those around them, you are good to go. The opposite can have catastrophic effects as well. The best course of action is transparent communication. You first want to get their feedback which accomplishes several things.
Second, they may have very good ideas when it comes to the new vision - not everything has to change - the old stop, start, continue model.
And third, it provides the opportunity to explain the "why" regarding the vision at a more personal level.
At this point they either get on board and see the light, pretend to get on board and quietly oppose the actions being taken, or continue to outwardly oppose the new plans.