The following three step approach to managing organizational change is a powerful tool. This series will explore the three steps for creating & sharing a new vision, keeping communication channels open, and clarifying roles for the new organization. The first step, of Creating & Sharing A Vision, was discussed in the last article. Let’s move on to step 2.
Step 2: Keep Communication Channels Open
Once the organizational vision has been communicated, management teams need to set up channels for ensuring ongoing two-way communication with teams and individuals. If staff meetings are already a valued communication strategy, ensure that they are regularly scheduled for weeks and even months after the organizational change is announced. Additionally, it will be valuable for managers to arrange for other communication opportunities including face to face meetings with staff, teleconference sessions, web conferences and more. Staff will have key insights about potential roadblocks to implementing the vision and these need to be considered and planned for in conjunction with team members. By being open to challenges, and also inviting staff to brainstorm solutions, management teams will gain support for implementing the new vision.
Watch for the next article in the series on Step 3 – Clarifying Roles For the New Organization. By keeping all three steps in mind and involving staff teams in part step of the process, management teams can reduce confusion, uncertainty and helplessness. Moreover, by getting employees on board with the new vision, communicating regularly, and involving them in role clarification processes, organizations can optimize staff skillsets and organizational potential in changing times.
For more resources about management skills training, managing change, or free reports on building team effectiveness, visit our website at http://www.managementtraininginstitute.com or learn about management training at https://www.boldnewdirections.com
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Part 2 of this 3 Part Series on Management Skills during organizational change is coming soon. Watch our site at
http://www.managementtraininginstitute.com for part 2 and 3.
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3 Skills for Effective Management During Organizational Change
It is a rare company that has not weathered some type of organizational change. In fact in recent decades mergers and other forms of restructuring have become almost expected in large companies. However common, these types of organizational changes can lead to confusion, uncertainty and demoralization. By recognizing staff’s need for reassurance, information, and direction, a savvy management team can successfully navigate these potentially stormy times with skill and finesse. Make sure that your management team follows the three steps outlined below. The following three step approach to managing organizational change is a powerful tool. This series includes 3 seperate articles on managing change: sharing a new vision, keeping communication channels open, and clarifying roles for the new organization. Let’s get started with step one.
Step 1. Create & Share A New Vision
It is imperative to create and convey a constructive vision of the change and how it will impact the entire organization. Depending upon the size of the company, visioning may occur at a board level, a management level, or (in an interactive fashion) with key staff members. The organizational culture may also define the type of input that is most effective for the visioning process. For example, top down organizations will clarify vision before sharing with staff whereas more consensus based organization’s (e.g. non-profits) will likely set up sessions for gathering and discussing staff input. While it is valuable to gain staff input and feedback, the main issue is often timeliness. When an organization is undergoing profound change, the sooner the new vision is communicated the better! Like a ship without a rudder, an organization without vision will soon flounder on the shoals. Savvy managers know the value of quickly agreeing upon organizational vision, stating it in understandable terms and sharing it via multiple forums. These forums can include meetings, teleconferences, emails, newsletters, and written collateral. Reinforcing the new vision during follow-up communications is essential as it may require multiple messages over time to help staff understand the new organization.
Watch for the next articles in this series to learn more about how to handle organizational change effectively. For more resources about management skills, managing change, or building team effectiveness, visit our website at: http://www.managementtraininginstitute.com or visit our partner site at https://www.boldnewdirections.com to look at management training options.
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Redirecting The Negotiations is an important skill set.
Now that you’ve learned about tactics and how to determine their use, it’s helpful to learn how to redirect the negotiations back to positive ground. This is part 3 in a 3 part series on How To Improve Your Negotiation Skills.
When you learn that the other party in your negotiation has been using a tactic against you need to tell the other party what the consequences are for dealing negatively. Stay objective during this phase of negotiations if you can. Judging the other party to be “wrong” may feel natural but all it will do is get their defenses up. Just call it for what it is from an objective place. Take the lead in returning the negotiations to a mutuality-based, win-win process. Be the enlightened negotiator; be the model. That goes a long way in appearing powerful in a very positive way during any negotiation process.
Remember, test and probe with questions when you think someone is using tactics. Be the leader. Go for win-win! Visit us at http://www.negotiationstraininginstitute.com
Or look to our free resources at https://www.boldnewdirections.com to take your negotiations skills to the next level of success!
Uncovering a Tactic
If you suspect that a tactic is being used against you, the best strategy is to ask questions. It’s usually that simple in negotiations. You probe. You discuss. Let’s say the other party in your negotiation sets a deadline. How can you determine if it’s a tactic or not? Test the deadline. Ask questions about it. Who set it? Why that time and date? What happens if the deadline is not met? In any negotiation it’s important to get conversational. Use objective criteria – the facts. Alternatively if they say this is the last item for sale, ask about replacement items, possible shipping dates for new inventory. Bottom line – determine if they were using scarcity as a tactic to pressure you during the negotiation. Find out more at http://www.negotiationstraininginstitute.com
To Learn More About Uncovering Tactics
To learn more about uncovering tactics you can click here to go to http://www.negotiationstraininginstitute.com where you will find more information about negotiations plus a free report on How to Improve Your Negotiations. Download the free report and improve your negotiation skills on the spot. To learn about hosting an onsite negotiation skills training course please contact us at https://www.boldnewdirections.com or again visit http://www.negotiationstraininginstitute.com
About The Author Jim Hornickel
Jim Hornickel is the Director of Training at Negotiations Training Institute and CEO of Bold New Directions, https://www.boldnewdirections.com , a transformational learning organization that offers corporate learning programs including negotiations training, communications training, and presentation training. Bold New Directions faculty work with Fortune 500 companies, mid-sized firms and educational institutions to grow people and performance. Find out more about Jim Hornickel and Bold New Directions at https://www.boldnewdirections.com or visit our specialized negotiations training site via http://www.negotiationstraininginstitute.com