Have a Thriving Business Through the Winds of Change
Caryn Walsh is the chief executive officer of Pure Magic International Business Solutions Pty Ltd.
The Australian based organisation operates in companies of all sizes both in Australia and the South Pacific Region.
They have been in Fiji for 10 years working with organisational and Government leaders to help create effective and efficient organisations across the country.
As the winds of change float through organisations and communities around the world, it’s important that we rise up to meet it face on. This is to ensure that regardless of what happens in the future, we can continue to trade and operate successful businesses.
Fiji, in particular, has been hit hard by COVID-19.
With such a heavily reliance on the tourism sector as a major part of the countries gross trading revenue, when it all came to a standstill, many of us were left reeling. Unsure what had hit us.
Confused about the changed world we found ourselves in.
Once tourism slowed down to a grinding halt, we realised that the most important income into the country had ceased.
It’s what makes Fijians, our second family, so resilient and inspiring.
You’ve all survived so far, although times have been particularly tough.
And will remain so until the gates to international tourism have opened.
Ever Changing
Organisations are dynamic, everchanging entities. They are not static.
Like everything, they grow and change, responding to market pressures, changing customer needs and a range of internal and external threats, including pandemics like COVID-19.
Pandemics aside, companies are constantly changing to meet all demands they face to remain profitable, sustainable and in business.
Change is ongoing
If we are running a business or an executive leader in one, we should be realising that we need to ensure, coming out of COVID-19, that we have structured our teams, leaders and companies in the best way possible to endure any threat it may encounter, because nothing stays the same.
And who would have thought of COVID-19?
It’s unprecedented and something we’ve next experienced before. Before the pandemic arrived and due to the modern-day rapid pace of business, technological advancements and economic changes around us all, research tells us that organisations that predict and adapt (and even create change) are those that will thrive.
Those that attempt to stay static and don’t become part of the ‘modern way of doing business’ will struggle to sustain their longevity.
As we move through COVID-19, many smaller organisations, in particular, are focusing on:
■joi■t ventures, partnerships and alliances, these new collaborations of resources and capacity building enables all players to become larger in the market, often guaranteeing their stability and sustainability.
How good is your Organisation at handling change?
Research (McKinsey, 2016) explains that these are the strategies change-resilient organisations follow. How well do you rate?
■Have a Vision for the future of your company that everybody knows and can recite.
People at all levels of your company should know it off by heart and they keep it is the light-house that gives the direction in the rough seas of change.
■Have a plan and ask your people to contribute to it.
The more they feel part of something and listened to, the more they become part of the change.
■U■dersta■d the ‘process’ of organisational change and become familiar with successful models. An example is the three-stage process of Lewin, which outlines the ‘Unfreeze (Recognise what needs to change in your company), change (Implement the new strategies), refreeze’ (ensure you keep the new strategies going) approach
■Appoi■t a key person and project management team to drive the change forward.
Change Champions is what they are often called!
■E■sure the relevant person/ parties have the necessary skills to understand, design and drive a change programme through the organisation successfully
■Create a solid strategic plan and timeline (and the outline of who is responsible for what)
■Commu■icate with your people the whole time.
Let them know about the change, what it will involve and how they can be involved in it.
■Se●● the positive aspects of the change to everybody.
Many of your people will be fearful of the ‘new regime’ and truthfully, some may not have a job after
the change is completed.
But the more you engage and involve them, the better the change programme will be
■Your people will respond differently to change.
Some will be vocal, others may become quiet and seem detached. Those who perceive the change as negative, may become aggressive and disruptive whilst others may view it as a positive and necessary step forward
■Eva●uate the success of the change at all stages. For example, if the plan has been broken down into four stages, then evaluate during, and after, each stage.
This can be done by using online surveys (Survey Monkey), focus groups or a ‘hotline’ for employees to ring to air their concerns or questions, if necessary
■E■sure communication is regular across the entire organisation. The project team could send out regular updates via the organisations intranet about what is happening.
Updates could be attached to staff members payslips (both manually and electronically) and forums, meetings and mini-conferences could become part of the strategy to ensure that everybody is involved in the change process
For leaders in change
In times of change, people look to their leaders for direction, guidance and comfort.
Even if the leaders are as unsure of the new change as their people, they need to take the lead and take their troops successfully to the other side of the crisis.
■Get out of your office and spend time ‘checking in’ with your people, regardless of whether you are on the same site or not.
■Show an interest in them and answer any concerns they have
■If you don’t have an answer to a question, admit it and explain you will come back to them when you have. Then do it!
■Be optimistic about the changes, even though you may not feel that way.
There is nothing more disconcerting than a leader who is pessimistic about the change or the organisation’s vision
■Be supportive and encouraging
■U■dersta■d that change may be just as challenging for you as it is for your staff, so look after yourself
■It does not matter at which level in the organisation you are, your role is to lead your people through the process.
Do just that.
Keep them updated and informed, spend time talking to them, show interest in them.
Case Study – SunnyJolt Manufacturing!
This case study looks at a medium to large sized company and how it implementing change and these same principles and processes apply to all organisations.
The SunnyBay Shoe Manufacturing Company had been in existence for 24 years and whilst profitable, it was going to struggle in the long term.
The company needed more (very expensive) machinery, costs were increasing and the market appeared to be getting smaller.
A joint venture was pursued with a similar organisation and after intensive negotiations between the various board members from each Company, a new company, SunnyJolt Manufacturing, was born. This merger needed careful planning to ensure the smooth transition from one company into two, and to involve as many people as possible from both companies to ensure this happened effectively.
Implementing the Change
A new manager, Sam, had recently been appointed to run one of the original Sunnybay divisions, and he had a strong background in Organisational change.
He was the Champion chosen to drive the change. However, he needed a member of the executive to work with him on the project to help him access resources he needed and to assist him in pulling the programme together.
John, the Executive Director of People and Culture, was appointed his executive change champion. They both recognised the need to involve their people in the change process and communicate with them regularly throughout the change.
They also realised that if they did not achieve this well, they would create uncertainty and tension in their people, and the ‘grapevine’ would become the most active (and destructive) method of communication organisation wide.
Steps Taken Step 1:
The Champions of the Project were appointed. They were the Middle Manager (John) and the Executive Director of People and Culture.
Step 2: A cross functional team was formed.
21 people from all levels and parts of the organisation were approached to form part of the project team to represent staff in their area during the change.
Part of their critical change role was to ensure that all change updates were sent down to their people as soon as new information was received. This group included the CEO, a cleaner, a sales rep, a shop assistant, a machine operator and so forth.
The key to this team is to have at least one person from every department represented on it and for the team to comprise people at all levels
Step 3: The stages of the process of change were devised and discussed with the Project Team
Step 4: A weekly and monthly communication plan was devised where notices, flyers, brochures and so forth were sent out to all staff, via the project team, who were given 72 hours to ensure everybody in their area had a copy. Additional updates were attached to either manual or electronic payslips.
(If there is one piece of information we all read, it’s the one that tells us how much money we have been paid!)
Step 5: A Hotline was set up to encourage people in the organisation to call in and have their say or lodge a concern
Step 6: That concern is answered within 24 hours and included in the next weekly communication so everybody could see what the question and answer was
Step 7: The whole process was evaluated along the way, using surveys, focus groups, team meetings and a suggestion box
Step 8: People were systematically informed what was happening in their areas as the changes were made
Step 9: The CEO made a formal presentation to the staff about the changes and why they were happening and the affect is had on the organisation overall
Step 10: Once the programme was implemented, there were three monthly, six monthly and 12 monthly evaluation/reviews to see how well the change programme had been implemented and areas for improvement in the future.
Conclusion
As we are coming out of Covid, it’s time for leaders to re-assess their organisations and position. Organisational Change is challenging and can be difficult. However, if you plan correctly, understand how change works and human reactions to it, it can be implemented effectively.
There are many key strategies to implement to ensure it is done well – one of the most important is to remember that your people make all the difference!
Keep them involved and ‘in the loop’ – grow your people, transform your organisation.