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Hub You - Managing Change: The Three Laws for Successful Transition
A client of ours recently asked us to help his company increase sales revenue. "Our sales are okay, but not what we need them to be," he said. "I just have to believe we could be closing more business. Once we get in the door, the sales process goes very well. It's getting in that's the problem."What else is new?Many companies have the goal of sustaining existence by selling what they make. Great companies focus on delivering unique value -- even before a single product or service is purchased. It's an old saw that is still ignored by far too many businesses.Our client's problem is simple: His company fails to communicate unique value to the target market.LifebloodCommunication is the lifeblood of every business. It carries unique value -- the key nutrient that feeds all rela
Your practical techniques could include:
Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.
- aligning systems of reward and recognition
- feeding back performance results to employees
- achieving some quick wins
- celebrating achievements
- creating meaning through introducing symbols of the new culture
- ensuring managers walk the talk
- operationalizing the change
- aligning recruitment and selection criteria
The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law
Are you an entrepreneur but don't like selling alone? A consortium is a combination of different industry-types of entrepreneurs working together to attract business as a group. Even though each member maintains their individuality and operates as the same as self-employed. They band to create a more valuable package to fulfill bigger needs for clients and for increased visibility and credibility. The positive side to being part of a consortium is that you can work on larger projects. Larger than any single entrepreneur can accomplish alone. Together they can enter into contracts that require multiple skills and still maintain the freedom of their entrepreneur-hood they so desire. They gain being part of a team and organization while still keeping your independence. A consortium can provid
Isaac Newton was a giant in the field of physics. We can all remember him from our school days as the genius that discovered the law of gravity. The picture of an apple falling from an apple tree on to Newton’s head is etched indelibly on our minds.
Newton is also famous for his three Laws of Motion. The formulation of these three laws was the largest single scientific advancement since the days of Aristotle, some two thousand years previous. Newton’s laws of motion apply to physical entities operating in space and describe how they interact at the most fundamental level. However, they can just as easily be applied to human entities interacting in an environment of change. When we apply them to people and organizations, we call the principles the Three Laws of Change Management ©.
Newton’s First Law of Motion states that an object will remain at rest or in perpetual motion until an unbalanced force acts upon it. Think of your change program for a moment as the object in Newton’s First Law. Once your change initiative gets going, think about what will keep the program moving towards your goal.
As with the object in Newton’s Law, your change program will need a force to get it going and will need a force to move it to each new level. Also, given the natural inertia in organizations, if the driving forces dissipate, like a rolling stone the program will eventually come to a halt.
Just as with Newton’s First Law, the force must be immediate for your program to progress. A potential force that will provide an impetus in the future is of no use in the present. What is the immediate force that will get your people moving and what are the forces that will keep them moving? For some, discussing with them the forces for change may compel them to follow and support you. You could point to:
You could also highlight the impact of not changing. Impacts that you could discuss with people may include:
- legislative changes such as corporate governance, occupational health and safety, and risk management
- competitor activity such as new entrants and decreasing market share
- financial results such as profit and loss and share price
- quality indicators such as defects and delivery to commit
- customer feedback from surveys, mystery shopper, focus groups and field reports
- employee satisfaction survey results
- benchmarking comparison results
Whatever the forces for change, make sure that the forces are applied to the people needed to bring about the change by communicating often and using a variety of methods.
- loss of market share
- fines or jail sentences for non-compliance or personal injury
- tarnished business reputation
- increased rate of customer complaints
- loss of key staff
As you think about what strategies you will use to keep the momentum going in the new operational environment, I encourage you to draw a lesson from Newton’s Second Law of Motion. Newton’s Second Law states that the rate of change in motion of an object is proportional to the force acting upon it and inversely proportional to its mass. Consider the object as being the people working in the new organization and the force to keep them moving in the right direction as the various practical techniques that you can employ.
Your practical techniques could include:
Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.
- aligning systems of reward and recognition
- feeding back performance results to employees
- achieving some quick wins
- celebrating achievements
- creating meaning through introducing symbols of the new culture
- ensuring managers walk the talk
- operationalizing the change
- aligning recruitment and selection criteria
The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law
Let’s face it: Your company or organization is likely to go through a major transformation at some point. Whether it is in a division, within a function, or across the entire organization, you as a leader will need the skills to facilitate the change and help your business continue to thrive efficiently.Sometimes the reason for change is external; perhaps the change is pushing you. Other times, the reasons for change are internally generated; you are driving and moving the transformation. Either way, change is now the norm, and senior leaders need to be able to handle it with focus, commitment and energy.Whether your company’s leaders have gone through some sort of formal leadership training or not, a change management program might be the way to make the changes happen as painlessly as possible. An exe
Newton’s First Law of Motion states that an object will remain at rest or in perpetual motion until an unbalanced force acts upon it. Think of your change program for a moment as the object in Newton’s First Law. Once your change initiative gets going, think about what will keep the program moving towards your goal.
As with the object in Newton’s Law, your change program will need a force to get it going and will need a force to move it to each new level. Also, given the natural inertia in organizations, if the driving forces dissipate, like a rolling stone the program will eventually come to a halt.
Just as with Newton’s First Law, the force must be immediate for your program to progress. A potential force that will provide an impetus in the future is of no use in the present. What is the immediate force that will get your people moving and what are the forces that will keep them moving? For some, discussing with them the forces for change may compel them to follow and support you. You could point to:
You could also highlight the impact of not changing. Impacts that you could discuss with people may include:
- legislative changes such as corporate governance, occupational health and safety, and risk management
- competitor activity such as new entrants and decreasing market share
- financial results such as profit and loss and share price
- quality indicators such as defects and delivery to commit
- customer feedback from surveys, mystery shopper, focus groups and field reports
- employee satisfaction survey results
- benchmarking comparison results
Whatever the forces for change, make sure that the forces are applied to the people needed to bring about the change by communicating often and using a variety of methods.
- loss of market share
- fines or jail sentences for non-compliance or personal injury
- tarnished business reputation
- increased rate of customer complaints
- loss of key staff
As you think about what strategies you will use to keep the momentum going in the new operational environment, I encourage you to draw a lesson from Newton’s Second Law of Motion. Newton’s Second Law states that the rate of change in motion of an object is proportional to the force acting upon it and inversely proportional to its mass. Consider the object as being the people working in the new organization and the force to keep them moving in the right direction as the various practical techniques that you can employ.
Your practical techniques could include:
Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.
- aligning systems of reward and recognition
- feeding back performance results to employees
- achieving some quick wins
- celebrating achievements
- creating meaning through introducing symbols of the new culture
- ensuring managers walk the talk
- operationalizing the change
- aligning recruitment and selection criteria
The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law
Once considered an unacceptable option to the career-minded, underemployment has become increasingly common as more professionals find themselves out of work for extended periods of time. You need a job and the optimum one is not on the horizon. The key is to be flexible. Taking a step down doesn't have the negative impact on one's career that it used to have. Nor does changing jobs with regular frequency. Climbing back up the career ladder is commonplace in today’s volatile employment market.If you have made the difficult decision to accept a job that is below previous employment levels - in terms of title, responsibilities and salary -- stay as long as necessary, but not one day longer.Tips for managing underemployment1) Continue networking and job-hunting even after accepting a lower
You could also highlight the impact of not changing. Impacts that you could discuss with people may include:
- legislative changes such as corporate governance, occupational health and safety, and risk management
- competitor activity such as new entrants and decreasing market share
- financial results such as profit and loss and share price
- quality indicators such as defects and delivery to commit
- customer feedback from surveys, mystery shopper, focus groups and field reports
- employee satisfaction survey results
- benchmarking comparison results
Whatever the forces for change, make sure that the forces are applied to the people needed to bring about the change by communicating often and using a variety of methods.
- loss of market share
- fines or jail sentences for non-compliance or personal injury
- tarnished business reputation
- increased rate of customer complaints
- loss of key staff
As you think about what strategies you will use to keep the momentum going in the new operational environment, I encourage you to draw a lesson from Newton’s Second Law of Motion. Newton’s Second Law states that the rate of change in motion of an object is proportional to the force acting upon it and inversely proportional to its mass. Consider the object as being the people working in the new organization and the force to keep them moving in the right direction as the various practical techniques that you can employ.
Your practical techniques could include:
Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.
- aligning systems of reward and recognition
- feeding back performance results to employees
- achieving some quick wins
- celebrating achievements
- creating meaning through introducing symbols of the new culture
- ensuring managers walk the talk
- operationalizing the change
- aligning recruitment and selection criteria
The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law
Much has been written and said about the glass ceiling, the inherent prejudice in the corporate world against the ascension of the female employee to high executive status. Less has been written and discussed about the glass wall, the bias practiced by corporations in the hiring of older workers.But the focus is shifting, if not the practice. The transition of the baby boomers into the world of maturity and their increasing difficulty in dealing with the bias is drawing attention because of the frequency of courtroom action on the subject. AARP lists several courtroom actions underway in its publications but those actions pertain to the mistreatment of the elderly in the workplace. There still has been very little written about the hiring of the elderly --whatever the term elderly means these days– and th
As you think about what strategies you will use to keep the momentum going in the new operational environment, I encourage you to draw a lesson from Newton’s Second Law of Motion. Newton’s Second Law states that the rate of change in motion of an object is proportional to the force acting upon it and inversely proportional to its mass. Consider the object as being the people working in the new organization and the force to keep them moving in the right direction as the various practical techniques that you can employ.
Your practical techniques could include:
Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.
- aligning systems of reward and recognition
- feeding back performance results to employees
- achieving some quick wins
- celebrating achievements
- creating meaning through introducing symbols of the new culture
- ensuring managers walk the talk
- operationalizing the change
- aligning recruitment and selection criteria
The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law
One of the most important things to do now that you’ve started a business is to TELL THE WORLD! But HOW? It can be very expensive and time consuming if not done properly. Here's some inexpensive publicity and marketing ideas to help you get recognition for your new venture.You've picked a great name for your company, made a list of your potential clients, incorporated your business and you're ready to go. What next? Well, you need to find as many ways as possible to tell people you're in business, and why they should do business with you!One of the first things to do is to get business cards printed up and carry them wherever you go. Hand them out to everyone you know. It always amazes me how many people forget to give their cards to friends and family. Even if you “think” your family knows what you d
Your practical techniques could include:
Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.
- aligning systems of reward and recognition
- feeding back performance results to employees
- achieving some quick wins
- celebrating achievements
- creating meaning through introducing symbols of the new culture
- ensuring managers walk the talk
- operationalizing the change
- aligning recruitment and selection criteria
The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law states that every action is met with an equal and opposite reaction. What the principle teaches us is that if you confront resisters with shouting, lies, mistrust, sarcasm or apathy, you will be confronted with shouting, lies, mistrust, sarcasm and apathy in return. On the other hand, if you treat resisters with respect, acknowledge their feelings and listen genuinely to their concerns, you will be met in kind. How can you apply this principle? Things to consider include:
* Communicate openly and often with employees and other stakeholders, and without using commercial confidence as an excuse to not communicate.
* Meet resisters face to face whenever possible.
* Point out unacceptable behavior without resorting to character assassination, sarcasm and other methods that serve to attack people’s sense of self-esteem.
* Keep your commitments in order to build trust and respect. Trust can be lost in an instant and take years to regain.
* Don’t shy away from bad news. Tell people candidly but sensitively.
* Choose people for key positions that have well developed interpersonal skills.
That’s three important keys to guiding successful organizational change. We can summarize these Three Laws of Change Management © as:
First Law: Overcoming the natural inertia in organizations requires the constant application of the forces for change.
Second Law: The greater the inertia or resistance to change, the greater the required forces for change.
Third Law: The way that change agents treat resisters is the way that resisters will treat change agents.
Next time you want to bring about positive change with maximal impact, think about Isaac Newton and the Three Laws of Change Management ©. Most importantly, think about how you can apply these three principles to your change program to get it moving in the right direction.
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