When we talk about organizational change, we usually refer to the growth of a company, constant adaptation to the environment, the forced implementation of new ways of working, which push us to adapt to contexts that sometimes surprise us, make us uncomfortable, displease us, and move us from our comfortable and known place.
If we make progressive changes, or small variations, flexibility increases. If things go wrong, we can go back to the old ways, as past patterns are not disrupted, nor is the foundation of structures and processes, since it is an extension of what came before. What's striking is that when we tread these progressive waters, we feel in control as we go.
Now, if the will is to surf big waves, we are talking about fundamental organizational change. This change has a much broader scope, is irreversible, and breaks with the past. Nothing will ever be the same as it was before.
Profound change. Nothing will ever be the same again. Both phrases sound familiar, especially in recent months.
These are strong, drastic changes that distort current patterns of action and undoubtedly involve taking risks. Transcendent, high-impact decisions are made. It means relinquishing control. Therefore, it would be natural for each of us, at least at first, to deny any need for change.
It also means accepting the limits of planning for such a change. We seek the path, as if moving within a labyrinth. We enter a world that we didn't know at the time; everything is new, everything represents great uncertainty, it scares us.
Raising awareness of who we are today, to embark on an honest and committed process of change.
Understanding what needs to be done, having the will to improve, diagnosing when evaluating, proposing alternatives for change, and having the courage to face the challenge of changing to become better and grow as a company, is the great added value that can be given to the business from the moment the organization decides to begin a profound and demanding work of change.
Satisfied customers who repeat their purchases measure product quality; quality surveys with optimal results measure service excellence; annual financial statements showing ideal financial results measure excellence when it comes to numbers and profits.
The leader of a company may be aware of all of this, but they must decide to go beyond the tangible, the visible. They must be able to take care of their people, their main capital and workforce, the generator and facilitator of results.
People's motivation is directly related to their satisfaction and productivity. And to successfully motivate a work team, whether they are managers, supervisors, bosses, leaders, administrative or operational teams, it is necessary to thoroughly understand their deepest needs and expectations, their concerns, worries, opinions, and thoughts. In short: what their own collaborators think of the organization and how they feel about their professional journey within it.
Previously, working in a pleasant and stimulating work environment was a matter of luck. Tasks were repetitive in both corporate and factory settings, and only the achievement of directives was pursued, seeking to “do what was asked to be done.”.
Today, the reality, circumstances, and context are completely different. An employee is expected to express what they feel, to be deeply involved, to take responsibility, to be a great ally to the business, to feel part of the organization, and to become a strategic partner. Companies need increasingly committed professionals. They need to be made to feel “part of the whole.”. People first.
Every leader of a humanely responsible organization must make this happen. It is imperative to take on the challenge of transforming the way we lead and build networks to co-create spaces for integration and active cooperation. And thus, foster more creative, rich, and motivating work environments. I haven't met a single leader at the moment who doesn't want people lining up to be part of their company.
I invite you today to think and reflect. Rethinking, questioning, and seeking change are positive indicators of a responsible professional who, above all else, aims to be a faithful facilitator for their people and to accompany organizations in the achievement of their most genuine objectives.
5 keys for those considering embarking on a change process.
- Ensure there is intent for change from all parties involved in this type of activity. Seek support and complicity. Everyone must be aligned and willing to improve through this analysis.
- You can count on the necessary facilities, availability of the participants' schedules, and appropriate spaces to hold meetings, encounters, and activities.
- Keep stakeholders informed of news, developments, and upcoming events related to the process.
- Maintain confidentiality at all times.
- Don't give up or get tired before you start seeing the first results. Work like this requires time, patience, perseverance, but above all, conviction and a desire to achieve.
Cheer up! You don't win if you don't try.
