tips on how to handle resistance to change in small businesses -part 2

MANAGING CHANGE FOR BUSINESS SUCCESS

How to Tips for Owners and Directors of Small Businesses

Part 2

VeronicaBusiness Coach and Mentorhttp://www.yoursmallbusinesscoach.co.ukT: +44(0)207 096 0620

Part 2 Actions to address change Communicating change In closing….

In Part 1, the following are covered* Triggers for change in small businesses* Areas of change* Changing work design and procedures

In This Presentation

Veronica Business Coach and Mentor

http://www.yoursmallbusinesscoach.co.ukT: +44(0)207 096 0620

Change is a normal occurrence in growing businesses, whether it’s the people who work in the business, the amount of turnover by the business or even whether the business continues to operate from the premises used in the early stages

This Tips Guide from Your Small Business Coach, of Executive Solutions Training Ltd, is divided into two parts. Part 1 has 12 short tips on how to deal with various areas of change in your businesses. Part 2 has 18 tips to help in managing change.

Introduction

VeronicaBusiness Coach and Mentor

Change is a normal occurrence in growing businesses, whether it’s the people who work in the business, the amount of turnover by the business or even whether the business continues to operate from the premises used in the early stages

This Tips Guide from Your Small Business Coach, of Executive Solutions Training Ltd, is divided into two parts. Part 1 has 12 short tips on how to deal with various areas of change in your businesses. Part 2 has 18 tips to help in managing change.

Introduction

VeronicaBusiness Coach and Mentor

13) Owners and managers of small business, could also be afraid of moving too quickly as they are afraid that they will lose control of their business even if they understand the need to change.

Changing work design and procedures

14) At all times involve and agree support from people within system.

(system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational).

Actions to address change

15) Understand where your the business is at the moment. Then reflect on where you want to be, when, why.

Think about what measures you will need to put in place to get the change you are seeking.

16) In planning ,ensure the actions to be taken are appropriate, achievable and measurable;

Communicate, involve, enable and facilitate involvement of people as early and openly and as fully as possible.

17) Don't let up

Foster and encourage determination and persistence

Ongoing change Encourage ongoing progress reporting Highlight achieved and future milestones.

18) Implementing change is team work.

Again in the Belbin definition,

Team Workers are vital. These are people whose personalities make them “supportive, sociable, flexible, adaptable, perceptive, listener, calming influence, mediator”. They are not seeking to take the lead.

19) In many small businesses one person or team could have more than one role, which has to be carefully managed so that one aspect of the change does not cause another to be lost in the process.

20) Different personalities of individuals can be a frequent source of friction.

However, this can largely be avoided by understanding and valuing people's differences.

21) Clarity is essential when communicating change and the message must be ongoing

Communicating change

22) Change can be unsettling.

It needs to be understood and managed in a way that will help people cope effectively with it.

23) Directors or Managers in the business will be seen as a logical choice to provide a settling influence during the process of implementing change.

24) Be sure that people affected by the change at least understand, the need for change.

They should have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change.

25) Questions you can ask your staff to find out how they feel about changes being made as you grow your business:

How do you feel about changes made so far? Do you welcome the change(s)? How much control do you feel you have since the

changes were made?

26) Bad news needs even more careful management than routine change.

Hiding behind memos and middle managers will make matters worse.

27) Directors and Managers who do not consult and involve their people in managing bad news can be seen as being weak and lacking in integrity.

Treat people with humanity and respect and they will reciprocate!

28) In communicating change, information should come from a credible and trusted sources and one that is independent/ objective.

29) Pay attention to what is said by your critics and sceptics when communicating potentially controversial or other unwelcome changes.

30) Be upfront and respectful.

This can reduce personal distress and enable people to move forward. Focus on the outcome you want to achieve when preparing message (s) to communicate change.

As the owner or director of a small business, you need to show everyone working in your business and your clients as well that you understand the direction and intent of the change.

Be prepared to use the learning to refine original plans for change.

In closing….

Handling Resistance to Change

Request your free pdf copy with Managing Change to Business Success: Email: bizcoachuk@gmail.com

tips on how to handle resistance to change in small businesses -part 2

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