00:00:08
transmitter of the change desired by the senior management.
00:00:12
They must be a driving force for this change.
00:00:15
In our changing world,
00:00:16
they must anticipate and initiate change rather than undergo it.
00:00:21
4 talents are therefore necessary,
00:00:24
being on the lookout,
00:00:25
making your team think,
00:00:27
being proactive and using the test and learn mode.
00:00:31
Being on the lookout is a mindset.
00:00:35
open to what is happening in your field of work and in your market.
00:00:39
Benchmark to see what's happening elsewhere
00:00:42
and what successes and failures are happening around you.
00:00:47
specialise journals,
00:00:49
the internal newsletter,
00:00:51
attend professional conventions.
00:00:53
Have lunch with colleagues who are working on innovative projects who have
00:00:57
been selected as pilot teams for the new tools or new organisations.
00:01:02
Follow the technological acceleration in your business.
00:01:06
ask your line management questions so as to find out what their vision is.
00:01:12
A good manager does not have a 100% grip on their departments,
00:01:20
take some perspective,
00:01:21
and feel the winds coming in order to better anticipate or even suggest change.
00:01:27
You can also share the lookout work with your teams.
00:01:31
Some will read a particular magazine.
00:01:33
Some will attend a particular conference.
00:01:35
Others will take part in a particularly innovative,
00:01:38
cross-functional project,
00:01:40
while some will be trained on the new tool.
00:01:44
make your teams think and regularly brainstorm with them.
00:01:48
The more you anticipate and make your team think prior to the change,
00:01:54
the less resistant they will be.
00:01:56
They won't feel like they're simply suffering through it.
00:02:00
They will be less afraid and more motivated.
00:02:03
You have much to gain from agreeing to be a pilot team for a change,
00:02:07
even if it's an additional workload or at least to put certain
00:02:12
employees together in work groups so as to prepare for a reorganisation.
00:02:17
During a merger,
00:02:18
there is often a long agonising time between the announcement of
00:02:22
the merger and the details of its implementation in your department.
00:02:27
Anticipating means thinking along with your team
00:02:31
during meetings about the various possible scenarios from the best
00:02:37
to the most difficult
00:02:38
and discerning together how you could deal with them.
00:02:42
A change in your company is planned,
00:02:44
a reorganisation or a takeover,
00:02:46
and you don't know yet what the repercussions on your department will be.
00:02:51
organise 3 meetings on the subject,
00:02:55
make the teens think.
00:02:56
If the change is so important that it comes as a shock.
00:03:02
give the teams time to assimilate the announcement.
00:03:06
When your employees start to really ask the question,
00:03:09
what are we going to do about it?
00:03:11
They will probably be ready to participate in the reflection,
00:03:16
When you feel that they are ready.
00:03:18
Imagine together the three most convincing scenarios of change and write
00:03:24
them down on a flip chart or in a mind map.
00:03:28
write down the advantages and disadvantages,
00:03:31
the plus and minus of each of the three scenarios of change that you will have kept.
00:03:37
Then measure the risks that your department incurs for these three scenarios.
00:03:44
think about the strategy and attitudes to be deployed
00:03:48
to minimise the risks and maximise the success of the retained scenarios.
00:03:53
Thinking together about change strategies when we are
00:03:57
all in fog is a real challenge.
00:04:00
This will quickly bring out the employee's fears
00:04:02
and anger while facing the imposed transformations.
00:04:06
It's better to address their questions,
00:04:08
their fear and anger quickly rather than to sweep it under a carpet.
00:04:13
These change preparation meetings will help you make
00:04:17
the change together all in the same boat.
00:04:21
So the third tip
00:04:23
be proactive in change.
00:04:25
Don't be subjected to the usual and
00:04:28
ongoing expectations and questioning of your employees,
00:04:32
asking you what and how it's going to happen.
00:04:36
for now we still don't know what will be decided about the merger,
00:04:40
but here is what we're going to do to prepare for tomorrow.
00:04:45
bring the results of your reflection and brainstorming meetings back to
00:04:49
your superiors as this can positively influence the board of directors,
00:04:53
which has not yet unfolded a step by step transformation plan.
00:04:58
Even if they haven't explicitly asked for them,
00:05:00
strategic suggestions from the field can make a difference.
00:05:05
Being proactive also means putting your teams in
00:05:08
the core of a continuous improvement strategy.
00:05:12
In a team meeting,
00:05:13
share what you have learned from the lookout time
00:05:16
and think about how you can use it.
00:05:19
How can we make our work more qualitative?
00:05:22
How can we work towards a greater team satisfaction?
00:05:26
How can we introduce more work flexibility?
00:05:29
How can we digitalize our work better?
00:05:32
I advise you to hold a meeting once a year
00:05:35
around the theme of the continuous improvement of our department.
00:05:43
Don't wait until you have defined or been given a
00:05:46
15 step perfect change road map before taking action.
00:05:51
Stage 2 of transformation
00:05:53
usually emerges because you have started working on stage 1
00:05:57
and you are seeing what works and what doesn't
00:06:00
work as well as the questions it raises.
00:06:03
This culture of change through action,
00:06:07
this is called innovation.
00:06:09
The test and learn mode of innovation is
00:06:12
becoming more and more popular in companies,
00:06:15
daring to innovate and to change,
00:06:17
pushing initiative and creativity through action.
00:06:23
fabrication laboratories come all the way from the United States.
00:06:27
They are places equipped to
00:06:30
digital milling machines,
00:06:31
laser cutting machines,
00:06:34
where creative people can come
00:06:37
to realise their projects,
00:06:38
to make their prototypes,
00:06:41
sometimes assisted by experts,
00:06:44
sometimes within the company where individual creativity is encouraged.
00:06:49
The test and learn mode can also be used
00:06:52
on a daily basis to enhance small innovations,
00:06:55
small innovations such as a change in the way you present your case to the client,
00:07:01
a new way of classifying files,
00:07:03
a new structure for department meetings,
00:07:05
a work group on a particular issue.
00:07:08
To conclude this video on the implementation of a transformation culture,
00:07:13
I invite you to ensure that
00:07:15
continuous improvement and innovation in your department
00:07:19
through test and learn mode.
00:07:21
Openness to change will then become part of your team's DNA.
00:07:26
They will make any shock and trauma disappear
00:07:29
while facing new transformations which are sometimes imposed.
00:07:33
Your team's flexibility will be such
00:07:35
that the change will be more easily absorbed and above all more rewarding.
No elements match your search in this video....
Do another search or
back to content !
