HRGuru

Empowering employees through coaching and mentoring. My best practices are indoctrinating the mission and vision of the company to all employees, setting goals and expectations, committing to training people, developing discipline, promoting determination, courage, and passion for who they are and what they do, advancing leadership, anchoring feedback for success, and recognizing them for their hard work.  I take strategic measurements such as adapting continuous improvement. This requires pulling employees together from different levels and areas to freely discuss the information and issues involved, come up with ideas, evaluate them, choose some, and carry them out.

Change takes place always . It is natural . In any standard organization there is work `Bible ' known as standing operating Procedure -  in short SOP . It clearly speaks of duties and responsibilities of each and every member of the organization .  Also deals and describes different scenario where logical course of action is elaborated . New management is not going to change this SOP within a night . So till such changes come people are supposed to follow SOP .  Only in day to day root level work needs certain guidance and that to not a very wide variation . Any change in the policy  is definitely comes from top management . When it comes , I agree with Dmiller.

absolutely, as well as allowing feedback, as has been mentioned.  If the team members don't feel that they have a voice in the changes, they're not as likely to get into the new flow with ease.

rkelleh says ...

I agree with everyone that has posted.  Another thing that I have done to get the employees on board is to have a meeting that discusses the changes only.  I have taken a flip chart and divided it in half stating pluses on one side and deltas on another.  As a team, everyone had input to add to each side.  Then we worked together to see how we can change the deltas into the pluses category.  This has tremendously helped me as far as breaking down the communication barrier and allowing everyone to take ownership during times of change.

This is absolutely perfect.  Well done!

tapan says ...

 In my previous note I read the heading with the conception of  changing management . But regarding the uncertainity could someone please clarify it .

Well, I've always found (as I'm sure others have) that when you have major changes going on, employees tend to go through alot of uncertainty as to what those changes ultimately will mean.  There will be rumours and fears of all sorts to get through, and the time spent worrying can cause things to slow down even more.  How we as managers get our team through that period plays a major part in managing how long that period lasts and what real effect it has on the team as a whole and its productivity.  Even managers can have a great deal of uncertainty to live with.  It has been known to happen that as soon as a manager gets things running smoothly, the higher-ups decide that they can now run the team without said manager and save the company that salary.  Out can go the manager, as part of the changes.  We have to put our own worries aside if we're going to get our team through a very, very stressful time.  Even something as simple as changing computer systems can be stressful for employees, and I've had to be in charge of training each individual to the new system that I myself had only just been shown.  I'm a quick study, so that part wasn't so bad, but you do have to nurse people through things that can be frightening for them, and you have to do it in such a way that you aren't condescending, just supportive and understanding.