Determining the Pace of Change in Business
by Hal Levenson on Sep 3, 2020 12:37 PM
Let’s look at determining the pace of change in business. In a recent blog, I introduced the idea of Setting the Pace of Change. There are several factors to consider and when determining the cadence, leadership faces an added challenge. They must balance the realities of the business with the emotional impact that could damage the human resource infrastructure.
So how do change leaders push back against ‘status quo’ that holds strong investment and commitment from employees – and corporate leaders? They must make the case that ‘status quo’ is no longer adequate to keep the firm relevant and competitive in its market. “We’ve always done it this way,” has been the last words of many doomed or dying organizations. Communication and transparency allow for a conversation that introduces the need for change and seeks buy-in from all stakeholders.
Change leaders must also understand that it is intrinsic in human nature to dislike and to resist change. Employees are not machines that can be quickly reprogrammed and expected to function at peak capacity the instant a switch is flipped. People bring their emotions– with strong investment and attachment to:
- the quality and value of the work they do
- their title and role they play in the organization
- their ability to provide leadership on some level
- a sense of purpose
- their lifestyle and financial compensation
Determining the pace of change in the organization must – of course – be adequate to keep the company moving towards a strong, profitable, and sustainable business future. At the same time, the rate must be established and managed to give employees the time to:
- accept the challenges of the transition
- consider, grasp, and identify their role in the new organization
- work through their fears and (reasonable) insecurities
- discover how they can make new and valuable contributions
- obtain additional training or coaching
Determining the pace of change requires striking a balance between moving the organization through the stages of change and recognizing that some plans may need more time than others. In a future article, I will share how Implementing the Pace of Change makes this happen.
Consultant and Author, Jim Rohn stated, “if you are not willing to risk the unusual, you will have to settle for the ordinary.” Learn how Trilogy has helped some of our clients take strategic risk to incorporate necessary changes HERE and contact us HERE.
About Hal Levenson
Hal Levenson is the Founder and Chief Visionary Officer at Trilogy Partners. Trilogy Partners is an advisory & implementation firm whose mission is to help companies grow and transform. We accomplish this by focusing on 3 critical business areas: Financial, Strategy & People.