I Knew a Year Ago That Change Was Needed in Our Leadership Organization
With some frequency, I hear a familiar theme in speaking with CEOs on the subject of making changes in their sales organizations. That is, the feeling that they have known for quite some time that organizational change was needed.
In one of the most recent conversations, the CEO confided that "I knew a year ago that change was needed within my senior team, but I kept coming up with my own stories and excuses each time that it was just not the right time."
The signs were there – lack of results, declining team morale and a growing sense of disconnect among team members, missed deadlines, breakdowns in communications, etc.
This is a "classic" and common situation. It happens all the time. And more often than not, it seems we always know in our gut what we need to do. Human intuition is powerful (if we listen) -- but the excuses we make for ourselves can be just as powerful!
Change is never easy, especially when it involves "our people." It can be hard to reevaluate norms and challenges to the status quo. Hesitation stems from a fear of disrupting any delicate balance that has been built and maintained over time. However, as the saying goes, "what got you here won't get you there." Clinging to outdated practices hinders our growth, stifles innovation, and holds us back.
In the bigger picture, leadership requires adaptability and a willingness/openness to evolve and change.
As with other business initiatives, implementing change within organizations necessitates a well-thought-out strategic approach. This process involves an assessment of the existing environment and practices, a clear identification of the desired outcomes, and the development of a roadmap to bridge the gap between the current state and the envisioned future.
Other processes also need to be well planned and executed, such as:
Engaging and aligning stakeholders.
Risk assessment and contingency plan, to mitigate potential challenges and to maximize a smooth transition.
Clear communications strategy (internal and external).
Legal and compliance considerations.
Transition plan for existing accounts.
Knowledge transfer.
Employee support services.
With a dignified, empathetic and human approach, people tend to be more resilient and capable than we'd like to believe. With the right approach, initial discomfort and resistance gradually transforms into enthusiasm and a shared vision for the future.
True growth often requires stepping outside of one's comfort zone. Leadership is not just about making decisions; it's about recognizing when those decisions need to be made and having the courage and confidence to act. The journey of change, though challenging, is a catalyst for personal and professional growth.
When it becomes evident change is necessary, get in the driver's seat and plan your strategic and deliberate approach.