Change Management & the Importance of Staff Buy-in

As a business leader, you’ve embraced change within your organization. But a big question remains: Has your staff done the same?

Staff buy-in is a key component to change implementation. It is important for staff members to not only understand how the business will benefit from the changes, but they also need to understand how the changes will affect them personally. 

Change is scary. Given this, empathy is imperative. 

Highlighting the changes and discussing concerns as well as pain points with the staff creates a partnership and allows for staff input. Staff members are able to talk about what scares them. This input is also very useful to the business leader—it helps to determine whether something needs to be actioned or if it is just a general concern about doing things differently. 

As the consultant who helps roll-out the changes, I work with all stakeholders to analyze the resistance and make updates accordingly. 

In addition to creating an open, productive dialogue with staff members, I promote buy-in by helping to design a reasonable timeline. When changes are implemented too quickly, it is challenging to be thoughtful about the effects on the staff members’ day-to-day workflow. Conversely, if the changes take too long, momentum is lost, and people tune out.

I work with the business leader and organization to find their sweet spot—where the change has momentum but doesn’t turn everything on its head. 

With an empathic, well thought-out, and flexible approach, the business leader will be viewed as a partner (as opposed to an iron fist). A true connection with, and understanding of, the affected staff members will help the program move forward. 

Nothing occurs overnight, and the roll-out timeline is influenced by a variety of factors including company size, market environment, etc. Regardless of the size and scope of the changes, business leaders have an increased chance of sustained change if there is a foundation of trust and camaraderie. 

Thinking of making changes in your organization? Contact me today!

Where Business Leaders Get Stuck & How to Progress Onward

There's an old adage that says, “If it ain’t broke, don’t fix it.” This well-known phrase is poorly applied to business. What should a business owner do if the “it” is not broken per se, but merely status quo? 

Many small businesses can get stuck in old patterns that—at one point—were keys to success. While the initial game plan may have resulted in achieved goals, it may no longer lead to growth. Despite this, business owners struggle to embrace and implement new formulas. 

For example, I worked with a very efficient team at a small company. As the company personnel grew and the business scaled, productivity within the group did not grow at the same rate—clients were no longer interested in working with them. 

This was largely due to the fact that the manager (who was once a rock star) had turned into a bottleneck. When the team was small, she was able to be very hands-on—but that model was no longer viable once the business started to grow and volume increased. 

What is Holding You Back? 

I find that business owners often are hesitant to make a change due to their: 

(a) egos (“What do you mean I can’t do it all?”); and

(b) superstitions (“I don’t want to change the formula that made us successful in the first place”). 

Business leaders must take a moment to regularly evaluate the needs of the business. This starts with an honest conversation about issues that need to be addressed and problems that need to be solved. 

When working with any company, I almost always act as a feedback collector. By speaking with stakeholders or using anonymous surveys, I glean important information and can pinpoint trouble spots. If possible, I support the need for examination of these areas with objective data as well. 

With comprehensive information about the company’s needs and a collaborative approach, I team up with the business leader—linking the recommendations to his or her foundational goal of helping the company succeed. 

Business leaders are more receptive to adaptation and change when he or she feels ownership over the changes—and this is where I can help! 

Contact me today to talk about the needs of your business and which tasks I can take off your plate so you can focus on the big picture! 

What Business Leaders Need in Order to Focus on the Big Picture

Larger companies generally have a hierarchy of managerial staff who understand how to preserve the health of the business—involving the CEO in decisions only when necessary. These individuals are trusted resources that allow the CEO to focus on the big picture. 

Often, smaller companies do not have the luxury of a fully developed staff. As a result, the business leaders are much more involved in the details of their divisions (looking at project plans, etc.).

The question is, should they be? In today’s world, business leaders are looked upon as visionaries and influencers. To lead and scale effectively, they need to focus on the key growth activities, such as securing investment, building a public profile, creating relationships and driving strategy through marketing and technology rather than the day-to-day activities. 

In my practice, I’ve seen two common themes emerge within businesses large and small:

#1) There’s a comfort level with the familiar. Data, tactical plans, and balance sheets are far less scary than putting oneself out there in the ecosystem. Add some FOMO and fear of letting go in there, and you’ve got a CEO or small business owner who is fully entrenched in minutiae. Personally, if it were me, I’d much rather throw myself into a complex problem that needs to be solved rather than put myself in a situation where I’m not quite comfortable. 

#2) The bench is not deep. Many small businesses and startups are teaming with unseasoned employees who lack the experience and the know-how to make decisions and take measured risks. The bootstrapping/gig economy lends itself to businesses never building teams with in-depth knowledge, expertise, or longevity. 

If you find yourself struggling with the “in the business vs. on the business” dynamic, you can leverage an experienced consultant who will show you how to shift your focus to activities for strategic focus.

My strategic and tactical skills have been well developed from working for years in large companies. I can manage the details, projects, departments, etc. for the senior leader.

The business leader is then free to work in sales, PR, or marketing—the aspects of the business that will help it grow and advance. 

There have been many articles written on this topic such as this New York Times article from 2011 and this Forbes piece from 2013; I keep these two articles in my archives because they align fully with what I see every day in my business. 

There is a solution that will help smaller companies shift their focus to growth—me! 

Contact me today to talk about the needs of your business and which tasks I can take off your plate so you can focus on the big picture!