Little Guide to Change at Work – Taking Your Power Back

Yesterday we looked at helping you move forward in a change environment by examining your own experience of trying to change a person that isn’t working in your personal life. There were either a few light bulb moments or a few cringe worthy whoopses. A few emotions were evoked as you applied the rationale of this process. This illustrated why it was important to carry this exercise out on a personal situation first. It laid a fabulous foundation for the application to the work change situation you are involved in.

lightbulb

Today we will look at practical questions you yourself can ask within your firm to support you to take your power back in what may be uncertain times.

Generally speaking, the key element under played or not recognised as paramount to the success of any change innovative is awareness. This is the area many assumptions get made at a more senior level as to what is known throughout the firm. This is not a deliberate ploy or tactic. It is normally borne out of unconscious incompetence or otherwise known as ‘you don’t know what you don’t know.’ (See my blog post Wanted to change something but felt you cant for a little more insight to this topic) How would they therefore know what to make the employees aware of, let alone ask for expert support? So, now is not a time for anger or recriminations. Now is the time to take your power back. Bring the importance of the awareness phase to the firms attention by asking questions where awareness has to be considered.

Have a look at these powerful, awareness instigating questions:

What are the benefits and business reasons for change?

What is happening inside the business or external to the business that is creating the need for change?

How do these external or internal drivers impact the business, our firm, our department and me as an employee?

What do our customers or clients want or expect that is creating a need for change?

What are our competitors doing that is creating the need for change?

What will happen if the change is not made?

How will the change take place and what will the desired state look like?

What can I expect to happen and when?

By getting the answers to these questions and emphasising how important it is to ensure the responses are communicated, you are well on your way to being more engaged with the change programme. The firm will also be well on its way to increasing the probability of a successful change initiative. Handled sensitively, this may well move some of those who have chosen not to support the change towards a more neutral or cautious stance instead.

A default output of this, is that you know how your part in the change process has not only given you personally answers to the unknown, the organisation has had to consider the answers which they may have assumed were just ‘known.’

Tomorrow we will look at the action steps required depending where you sit on the desire scale. 

If there are any topics around change at work you would like to learn more about, please ask and I consider them for a further series.

Just give me a call on 01606 76007 or contact us here if you have any questions.

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