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Change, responsibility and self-confidence.

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Self-confidence & responsibility, ingredients to feed change?

When change is considered as new opportunities by some people, it is seen as a danger by others. Change is a question of mind and some people are not used to change. But the question to be asked is why there are not used to change. Or maybe why have they no motivation to operate changes.

If we are going back to many years ago, and maybe still today in some public organizations, people were supposed to do their job as it was told to them. They were not allowed to take initiatives or to change some rules. The change was only driven by some managers or responsibles, and the employees were only allowed to do things as it was decided. But is it still possible to manage things in such a way, in a fast moving environment? No, it is not.

The development of technologies has an important impact in term of organization in companies and institutions. Each change of operating mode needs also some changes in term of people management. But in order to drive this changes successfully, people have to be motivated by changes. It is only possible if some conditions are met.

  • Function and job description: people needs to have a clear job descriptions, to have a good picture about their function in the company and the implication of their work within the organization

  • Targets and objectives: Peter Drucker was saying that management by objective works if you know the objectives. Ninety percent of the time, you don’t. If people know their objective, they can organize their work to reach the objectives.

  • Team spirit: personal objectives are part of global objectives, the objectives of the company, of the organisation. Global objectives can only be reached if people are working together on an organized way. It implies to know how to work, who is doing what. Let us keep in mind that there is no personal success without common success.

  • Responsibilities: By defining a function and goals for each people, you are giving responsibilities. With the development of technologies, where each function requires more skills and capabilities than before, each people is playing a key role, but need to have the feeling that this role is taken into consideration by the management. People assume and are motivated to take their responsibilities if it is recognized by the management,

  • Feedback: Feedback is important. If people are doing mistake or are not going in the direction of the assigned goal, colleagues or management need to give feedback about what is going wrong, analyse the reasons of the mistake, and to discuss about the appropriate actions to be taken. We are learning more from our mistakes than from our successes. It will help people to anticipate potential mistakes and to be more proactive, and to increase the quality of work.

  • Self-confidence: By assigning clear goals, by helping people to reach these goals and by recognizing the added value of their work, people have the feeling to be part of the organization and become more self-confident. This self-confidence will make that they will not hesitate to take initiatives to improve the processes of the organization. It is clearly a win-win situation, where people are acquiring added value and the organization benefits from the work quality of dedicated people.

As we can see, change is not something we can decide in one day. It is not only a question of mind but also a question of culture of the organization. It is obvious that culture is conditioning people, but in a fast moving environment where flexibility become a key factor of success, people can only face revolutions if they are used to work within an evolution process. And in an environment where flexibility and adaptability become important factors of success, it is obvious that people have to be used to work within an evolution process.

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Written by Eric Saint-Guillain

April 11, 2011 at 20:51

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