Establishing a culture of change Tutorial

In "Establishing a Culture of Change," discover how modern managers can transform resistance into motivation by anticipating and initiating change. Learn practical strategies like fostering a proactive mindset and embracing a test-and-learn approach. Whether you're navigating a reorganization or seeking to innovate, this insightful guide offers essential tips to enhance agility and drive your team forward. Don't miss out on insights that can significantly impact your leadership journey!

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transmitter of the change desired by the senior management.

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They must be a driving force for this change.

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In our changing world,

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they must anticipate and initiate change rather than undergo it.

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4 talents are therefore necessary,

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being on the lookout,

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making your team think,

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being proactive and using the test and learn mode.

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Being on the lookout is a mindset.

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Be curious,

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open to what is happening in your field of work and in your market.

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Benchmark to see what's happening elsewhere

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and what successes and failures are happening around you.

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Read the news.

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specialise journals,

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the internal newsletter,

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attend professional conventions.

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Have lunch with colleagues who are working on innovative projects who have

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been selected as pilot teams for the new tools or new organisations.

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Follow the technological acceleration in your business.

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Regularly.

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ask your line management questions so as to find out what their vision is.

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A good manager does not have a 100% grip on their departments,

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teams,

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and results.

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They step back,

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take some perspective,

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and feel the winds coming in order to better anticipate or even suggest change.

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You can also share the lookout work with your teams.

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Some will read a particular magazine.

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Some will attend a particular conference.

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Others will take part in a particularly innovative,

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cross-functional project,

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while some will be trained on the new tool.

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Talent too,

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make your teams think and regularly brainstorm with them.

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The more you anticipate and make your team think prior to the change,

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the less resistant they will be.

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They won't feel like they're simply suffering through it.

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They will be less afraid and more motivated.

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You have much to gain from agreeing to be a pilot team for a change,

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even if it's an additional workload or at least to put certain

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employees together in work groups so as to prepare for a reorganisation.

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During a merger,

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there is often a long agonising time between the announcement of

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the merger and the details of its implementation in your department.

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Anticipating means thinking along with your team

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during meetings about the various possible scenarios from the best

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to the most difficult

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and discerning together how you could deal with them.

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A change in your company is planned,

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a reorganisation or a takeover,

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and you don't know yet what the repercussions on your department will be.

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organise 3 meetings on the subject,

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brainstorm,

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make the teens think.

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If the change is so important that it comes as a shock.

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For everyone,

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first,

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give the teams time to assimilate the announcement.

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When your employees start to really ask the question,

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what are we going to do about it?

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They will probably be ready to participate in the reflection,

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but not before.

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When you feel that they are ready.

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Imagine together the three most convincing scenarios of change and write

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them down on a flip chart or in a mind map.

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Then

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write down the advantages and disadvantages,

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the plus and minus of each of the three scenarios of change that you will have kept.

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Then measure the risks that your department incurs for these three scenarios.

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Finally,

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think about the strategy and attitudes to be deployed

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to minimise the risks and maximise the success of the retained scenarios.

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Thinking together about change strategies when we are

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all in fog is a real challenge.

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This will quickly bring out the employee's fears

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and anger while facing the imposed transformations.

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It's better to address their questions,

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their fear and anger quickly rather than to sweep it under a carpet.

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These change preparation meetings will help you make

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the change together all in the same boat.

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So the third tip

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be proactive in change.

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Don't be subjected to the usual and

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ongoing expectations and questioning of your employees,

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asking you what and how it's going to happen.

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Say,

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for now we still don't know what will be decided about the merger,

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but here is what we're going to do to prepare for tomorrow.

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Then

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bring the results of your reflection and brainstorming meetings back to

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your superiors as this can positively influence the board of directors,

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which has not yet unfolded a step by step transformation plan.

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Even if they haven't explicitly asked for them,

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strategic suggestions from the field can make a difference.

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Being proactive also means putting your teams in

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the core of a continuous improvement strategy.

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In a team meeting,

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share what you have learned from the lookout time

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and think about how you can use it.

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How can we make our work more qualitative?

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How can we work towards a greater team satisfaction?

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How can we introduce more work flexibility?

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How can we digitalize our work better?

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I advise you to hold a meeting once a year

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around the theme of the continuous improvement of our department.

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Fourth tip,

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test and learn.

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Don't wait until you have defined or been given a

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15 step perfect change road map before taking action.

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Stage 2 of transformation

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usually emerges because you have started working on stage 1

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and you are seeing what works and what doesn't

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work as well as the questions it raises.

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This culture of change through action,

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test and learn,

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this is called innovation.

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The test and learn mode of innovation is

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becoming more and more popular in companies,

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daring to innovate and to change,

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pushing initiative and creativity through action.

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Today,

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the fab labs,

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fabrication laboratories come all the way from the United States.

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They are places equipped to

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Machines,

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digital milling machines,

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laser cutting machines,

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3D printers

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where creative people can come

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to realise their projects,

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to make their prototypes,

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sometimes assisted by experts,

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places,

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sometimes within the company where individual creativity is encouraged.

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The test and learn mode can also be used

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on a daily basis to enhance small innovations,

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small innovations such as a change in the way you present your case to the client,

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a new way of classifying files,

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a new structure for department meetings,

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a work group on a particular issue.

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To conclude this video on the implementation of a transformation culture,

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I invite you to ensure that

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continuous improvement and innovation in your department

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through test and learn mode.

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Openness to change will then become part of your team's DNA.

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They will make any shock and trauma disappear

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while facing new transformations which are sometimes imposed.

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Your team's flexibility will be such

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that the change will be more easily absorbed and above all more rewarding.

Mandarine AI: WHAT YOU SHOULD KNOW