Growth equals change and rapid growth necessitates rapid change.
This is fine for those who are newcomers to an organisation which has already undergone a steep growth curve. These new employees haven’t been around to experience or understand the insecurity that accompanies major restructuring and formalisation of processes. The employees who are most affected are often those who were the backbone of the company
, those who have been there virtually from the start. They excelled as part of a small, intimate team where everyone knew everyone else's job, and jumping in to assist a floundering colleague was the norm because rivalry wasn't part of the culture.
They were part of a tightly knit family and were comfortable with wearing numerous hats
because they felt like an important part of the team. They were totally engaged with their jobs because their contribution was recognised and easily quantified. If they didn't perform it became obvious immediately and communication happened continuously, so things were sorted timeously.
You'd think it stands to reason that these employees would gain a huge amount of satisfaction
when their efforts are realised and the company starts growing? Not always! We tend to forget that those on whose shoulders the company was built are likely to find the implementation of formal structures, specific job descriptions and a new hierarchy very difficult to cope with.
The small, intimate team is now defunct. There is new distance between decision makers and employees
which wasn't apparent before. It's hard to come to terms with change when you feel out in the cold. Bureaucracy is frustrating and stifling.
As managers we need to recognise these individuals and understand their particular needs
. We need to stop seeing them as problem children because they are battling to delegate duties, appear to be working against the new, impersonal systems and are generally unable to find their niche in the newly structured organisation.
It is essential for us to include these members of staff
in decision making where appropriate, and set up ways and means for them to acclimate to a more formal way of being. Understanding their feelings of alienation and acknowledging their fears of becoming redundant, less important, or unable to master the new systems etc. is an absolute necessity.
Essentially, maintaining a transparent attitude
regarding our strategy for the future is strong approbation for those who are feeling sidelined. It provides a platform from which to validate their contribution to date and create excitement around their intrinsic worth to the company going forward. In short - it tells them they're still important.
We run a number of courses which are relevant in the context of change, such as our Leading Change workshop
. We need to understand that change has to be managed from its inception if we want to reap the benefits thereof.
Developing your Management Potential I, II and III
all deal with the challenges of managing a team/organisation.
Our 3-Day Leadership workshop
includes the Enneagram, a world renowned personality tool which speaks to the motivation behind our different attitudes and behaviours.
Can you afford to ignore the health of your team?
I very much doubt it.
Email us at info@StaffTraining.co.za
for more info or give us a call at 0861 996 660