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Hub You - Making Change Happen
Any MLM business opportunity worth considering will either have a track record that you can investigate and evaluate or it will have a clear statement of the plan, the potential, and the up-front costs.Before investing any time or money in a specific MLM business opportunity, there are some questions you should consider first.How long has the business opportunity been in business? Before investing time and money in marketing an MLM business opportunity, it is important to determine how long it has been operating.If it is a new concept that has not been proven in the marketplace, you have n
If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.
If you are honest about change and you don't know about some of the implications, you may have a significant number of p
In this small article we will be looking at the new opportunities for Microsoft Small Business Server specialists, but rather look at the global business strategy and possible ways of future ERP modules standardizing and interoperability. This is important to get into consideration for midsize and large corporate business IT decision makers. Let’s look at the chronology and possible future development.• Great Plains Software acquisition. When Microsoft took leading position on the operating system market and released stable and reliable Windows 2000 Server, the next logical step would be getting into
The critical factors for change management success or failure are fairly simple.
The first factor is to have a group of people at leadership level believe that change is required. More than that, they must believe that "change management" is required. If these factors are not evident then failure is assured.
Understanding that major change is required is not enough. Developing a project plan which includes changes to processes, policies and infrastructure that does not include a plan to manage the change at a people level is not enough.
The second requirement is that the people undergoing change must have a reason to believe the change is necessary. They need the big picture painted for them to understand what benefits the organisation will gain from what many people will consider as the shared pain of change.
The big picture must be compelling, giving as many people in the organisation the desire to embrace the change even if it is difficult. Organisational change for organisational change's sake is likely to fail to deliver change.
The third requirement is that individuals must know how the change will affect them as individuals. Never forget the greatest motivational tool is to be able to respond to the question, "What's in it for ME?"
For most individuals in most organisations, motivation is about achievement, recognition, the work itself, responsibility, advancement and personal growth. So be sure that the change message addresses as best it can the motivational opportunities for people.
The fourth requirement is to "tell them early, tell them often". Do not be surprised how many times the message needs to be repeated to the same people. Human beings filter information based on their emotional state, their previous experiences and their thinking styles. In a time of significant change people are often in emotional turmoil and will filter severely whatever they are told.
Tell people the compelling reason for the change, the plan for change, the progress of the plan for change including any early wins and their role in change, again and again as the project is implemented.
The fifth requirement is to be honest about the change. Sugar coating change is seen as being untrustworthy and will adversely impact the ability to communicate with the very people who have to embrace and implement the change.
If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.
If you are honest about change and you don't know about some of the implications, you may have a significant number of p
Marketing your vision is critical to your overall branding to your target market. The vision should be a guiding passionate statement that ties into the core fabric of the company, it’s products, people and potential clients. There are many examples of strong brand association like Pepsi, McDonalds, GM and Wells Fargo Bank. You only have to hear the name and you can visualize their product or service offering. Their name will associate to many as a past relationship or perhaps as a competitor that you must figure out a way to take market share from. No matter how the relationship to a name ultimately defi
The second requirement is that the people undergoing change must have a reason to believe the change is necessary. They need the big picture painted for them to understand what benefits the organisation will gain from what many people will consider as the shared pain of change.
The big picture must be compelling, giving as many people in the organisation the desire to embrace the change even if it is difficult. Organisational change for organisational change's sake is likely to fail to deliver change.
The third requirement is that individuals must know how the change will affect them as individuals. Never forget the greatest motivational tool is to be able to respond to the question, "What's in it for ME?"
For most individuals in most organisations, motivation is about achievement, recognition, the work itself, responsibility, advancement and personal growth. So be sure that the change message addresses as best it can the motivational opportunities for people.
The fourth requirement is to "tell them early, tell them often". Do not be surprised how many times the message needs to be repeated to the same people. Human beings filter information based on their emotional state, their previous experiences and their thinking styles. In a time of significant change people are often in emotional turmoil and will filter severely whatever they are told.
Tell people the compelling reason for the change, the plan for change, the progress of the plan for change including any early wins and their role in change, again and again as the project is implemented.
The fifth requirement is to be honest about the change. Sugar coating change is seen as being untrustworthy and will adversely impact the ability to communicate with the very people who have to embrace and implement the change.
If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.
If you are honest about change and you don't know about some of the implications, you may have a significant number of p
Your reputation precedes you. Like it or not, consumers choose whether or not to use your service based on how you're viewed in the market. Your name or logo will influence when and if consumers use your service. Building credibility with your target will help you in the long run. It will also polish up your image for all to see.Brand image is the physical and psychological reaction your brand receives when it is viewed or talked about. It can be brought up from seeing a logo or simply by two people having a conversation. It is also impacted by where they see your brand and how they perceive what
For most individuals in most organisations, motivation is about achievement, recognition, the work itself, responsibility, advancement and personal growth. So be sure that the change message addresses as best it can the motivational opportunities for people.
The fourth requirement is to "tell them early, tell them often". Do not be surprised how many times the message needs to be repeated to the same people. Human beings filter information based on their emotional state, their previous experiences and their thinking styles. In a time of significant change people are often in emotional turmoil and will filter severely whatever they are told.
Tell people the compelling reason for the change, the plan for change, the progress of the plan for change including any early wins and their role in change, again and again as the project is implemented.
The fifth requirement is to be honest about the change. Sugar coating change is seen as being untrustworthy and will adversely impact the ability to communicate with the very people who have to embrace and implement the change.
If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.
If you are honest about change and you don't know about some of the implications, you may have a significant number of p
Since ancient times women have been viewed, in many cultures, as men’s inferiors physically, morally, and intellectually. Today, in western cultures, women enjoy more freedom and equality than ever before in history. Despite the gains made by women in recent years, particularly in the U.S., many women worldwide still find that their access to education, employment, healthcare and political influence are limited because of their gender. These discrepancies continue to exist because many societies still maintain centuries-old social and religious laws, customs, and traditions that have created barriers to educat
Tell people the compelling reason for the change, the plan for change, the progress of the plan for change including any early wins and their role in change, again and again as the project is implemented.
The fifth requirement is to be honest about the change. Sugar coating change is seen as being untrustworthy and will adversely impact the ability to communicate with the very people who have to embrace and implement the change.
If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.
If you are honest about change and you don't know about some of the implications, you may have a significant number of p
Raising capital can be a harrowing affair for most of us, but particularly so for small struggling businesses, disadvantaged groups and those belonging to the rural sector. Often many of these people have done the rounds of the banks and traditional lending institutions only to be turned away because they have not been able to meet their very strict lending criteria. Unfortunately a large number of these people never know that there could be a multitude of grants available to them from both federal government and state agencies. Grants are often overlooked as the first place of call, and consequently much time
If there is any bad news say so. If jobs are going to be lost, say so. If there are going to be challenges with the change, say so. If people have to re-skill, say so. If the targets are going to become much tougher, say so. Do not dress mutton as lamb. If an insignificant advantage will accrue to people, do not make it seem more significant than it is.
If you are honest about change and you don't know about some of the implications, you may have a significant number of people actually believe you. When you ask for help in making the change work, you may get a positive response. Be dishonest and even your best workers will smell a rat and treat you like one.
The sixth requirement is to utilise project management processes and skills. For those involved in change management who do not use project management processes and skills the simple advice is, "If I were you, I would not have started there".
Project management processes and outputs play a big part in both planning and communicating the changes anticipated. They assist in risk management, contingency planning, change control, resource management, prioritisation and post implementation review of the change.
Far too many organisations embark on change in manner best described in the vernacular language, as flying by the seat of their pants. They do not plan change. They do not estimate the resources required by change. They do not plan the precursors to events required to make the change happen. They do not understand the risks and plan the contingencies. They usually reap the rewards with a failed change project.
Managing change is not easy. However, it is not as difficult as a seventy percent failure rate would make it seem. It needs to be taken as seriously as managing the finances of an organisation or the safety of an organisation.
Managing change requires a leadership team with project management, communication and analytical skills with a high degree of results orientation. The latter is important as when a journey of change is embarked upon, the environment in which the change is being implemented immediately changes. A changing environment often calls for changed tactics to achieve the same result.
More than that it requires the leadership team to have a vision for what the change can bring to the organisation and to individuals and a passion to make that change happen.
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