Month: August 2016

Successful Change Leadership

Successful Change Leadership

Organizational change is important to many organizations. It is a process that occurs in which the organization may have a negative reaction from employees if not delivered correctly from the leaders of the organization. Therefore, in this organization, we will address and analyze the problems the executive leaders have occurred as a result of organizational change. There are four challenges the leaders are facing, and they are a high turnover of employees,

out dated software, stressful work environment, and low morale.

High Turnover of Employees

The analysis begins with the turnover of employees. As we know every time executive leaders come and implement change in the company. Then a group of employees resign from the company.  The question is, why are the staff members resigning and are resistant to change?

There are many factors to consider, for instance, some employees leave after a short period of time this may be due to personal situations regarding themselves. Some of these factors may include a change in financial status, health, or family issues that may be stressful for the employee to handle. Another possible reason is the job itself. Maybe the work is not interesting enough such as it may be boring. Usually, if the job is not challenging enough it might be the employee’s skills set is to advance for the qualifications for the specific task at hand. In addition, to skill set other problem’s areas may be wages, incentives, company culture or leadership within the organization. Since we are aware of the problems with the software, it does make the employee’s job a little more difficult and stressful to deliver professional work (Intellipath, 2015).

Organizational Development Process Skills the Executives Should Use

Management must first develop trust among the staff members. This does not happen overnight. Apparently, the employees have been through this before and see no positive changes made or broken promises. Therefore, there is a lack of trust. The first step is to build trust within the organization and have a shared vision. The executive leaders have to create a fresh culture in the organization where the company, employees, and the customers can all benefit from. This vision is created together as a single unit and has to be constantly reinforced as to why there is a new change. This new vision should be easy to read and easy to remember. Some companies post the vision and mission statement in the employee lounge, while others post in the front for customers to view too as a constant reminder of why the process of change (Initellpath, 2015).

The executive leaders then have to decide should they focus on team building. Since this is an organizational restructure team building is necessary. The reason is there are existing employees with low morale and new employees who are joining the team. Therefore, the intervention should consist of getting staff to know what is expected of each other. This will help bring out optimism for each member. In addition, reiterating the core values of the company and building a vision for the staff to have as their own that blends into the organization’s culture and vision (Tearie, 2011).

Change Strategies within the Short-Term and Long-Term

In addition, to the changing and intervention of the staff, the company’s organizational structure must also endure change. This can occur by creating goals within the organizational structure of leadership. Setting objectives are to safeguard disappointment within the organization and create an employee-focused management team. This will help lead the employees to set goals for themselves. This is how the company will get the staff into the buy-in of the organizational change.

Short term is a representation of objectives that are met within six months or to a year. The goal should be easily measured, and employees are to be held accountable for their goals. Management is also held responsible as it is the leader who has to follow through with the staff and give praise and redirection when needed. Long-term goals usually extend beyond a year. This long-term objective would include developing a new product or increasing revenue for the company. Since this is long-term and, it can easily be forgotten it is important for management to utilized short-term objectives for the long-term goal. Therefore, the goals are obtainable and employees are more aware of the success of the project (Bradley, 2015).

Evaluate and Present the Impacts of the Resources

Organizations such as this one are constantly trying to adjust to an efficient process to perform and influence team members in the organization. In this situation, management has to communicate to the Human Resources Department to create training and assessment programs for the company. An assessment will help identify causes that would affect the achievement of the required results expected by management. The next step is to design a training program from the assessment test. This would be used as inputs in determining the appropriate training that must be provided for employees, especially in relation to technological change modification in the future. Furthermore, training has to be related to software applications. In addition, to technical training working with teams is an important factor. The next step is to motivate employees with career development possibilities in their career within the organization this will lead to happy and productive staff (Rojas, Laidlaw, n.d.).

To conclude, for the good of the company and the health of the employees, it is always best to have the staff feel important. Furthermore, cross training employees will help them resist change so when it comes for a real change, it will flow easier.


Bradley, J., (2015), Strategic management with long and short term objectives, retrieved from,

Intellipath, (2015), Designing Interventions: Creating a Vision Change, AIU Online

Rojas, K., Laidlaw, J., (n.d.), Evaluating the performance of an organization, retrieved from,

Tearie, R., (2011), Organizational Development Interventions, retrieved from,



Posted by Carmel Speruggia in Team Development, 0 comments
The Meaning Of Communicating Trust

The Meaning Of Communicating Trust

According to Levin, Cross, Abrams, and Lesser (2003), establishing trust between management and employees takes a bit of work. Quite often, employees have not been given a reason to trust the company, and it is up to the managers and leaders to establish trust. Lack of trust is one of the key reasons employees resist the change process. For this reason, it is in the best interest of the company to make sure that they create ways to genuinely establish an environment of trust.

Trust can be facilitated through creating a common understanding of how the change effort needs to take place. Managers can also model the desired behaviors, so employees are constantly exposed to the desired behaviors needed to ensure successful change. Managers must also bring their people together to rally for the change process. This requires input and feedback from employees at all levels of the company. When employees feel as if they are a part of the process, they rally to make sure the changes are implemented quickly and efficiently. Resistance is then reduced.


Quite often, a failure to communicate can cause a change effort to fail. Obviously, every company has different levels of information that should or should not be shared. However, communication about the change, including the reasons, methods, and vision of the future are imperative to avoid or reduce resistance. The idea of operating on a “need to know” basis will only create suspicion and mistrust, and this will hamper effective change. This is why all information that will have an impact on employees should be shared and discussed.

This is also called transparency. Transparency means information that is vital to the change is shared rather than withheld. The value of communication lies with the way information is communicated. When a company is seeking complete change, including behavioral changes, communications should be open and honest, and managers should solicit feedback and questions (Richardson and Denton, 1996).

Management should respond to employees quickly and honestly about how the change will impact them. Communication should take place using several different types of channels, including

  • face-to-face
  • memos
  • newsletters
  • e-mail
  •  company intranet
  • telephone
  • posters
  • signs
  •  modeling

Ironically, even the company grapevine can be used as a method for communicating the need for change as long as the information passed through it is accurate. Whichever channels are used, the need for change should be placed as a constant reminder.

Shared Vision or Participation

It is one thing for the leaders of a company to have a vision of the future and an entirely different thing to instill that vision throughout the organization at every level. Visions of the future must be shared, but the question becomes: how is this done? If the management and change agents have worked on establishing trust and communication, then sharing the vision should be easier in the long run. However, this may not always be the case. One way to share the vision is to involve employees in the process of creating the vision.

This can be done through discussion, interaction, involvement, and feedback.  When managers encourage organizational members to be a part of the process of creating a vision, the credibility of the vision increases because employees will believe in it. Collaboration on the process encourages buy-in from organizational members. This collaboration can include people from all of the stakeholder groups

It is one thing for the leaders of a company to have a vision of the future and an entirely different thing to instill that vision throughout the organization at every level.

Visions of the future must be shared, but the question becomes: how is this done? If the management and change agents have worked on establishing trust and communication, then sharing the vision should be easier in the long run. However, this may not always be the case. One way to share the vision is to involve employees in the process of creating the vision.

 How do you share your company’s vision to your employees?

Abrams, L. C., Cross, R., Lesser, E., & Levin, D. Z. (2003). Nurturing interpersonal trust in knowledge-sharing networks. Academy of Management Executive17(4), 64­–77.

Richardson, P., & Denton, D. K. (1996). Communicating change. Human Resource Management35(2), 203.







Posted by Carmel Speruggia in Commuication, 0 comments