Fast Growth = Change
To deal with growth, we are really talking about how we handle change in the workplace
Change compels us to get out of complacency
Is Your Practice Complacent?
No highly visible crisis
The practice measures itself against low standards
Planning and control systems are rigged (or non-existent) to make it easy for everyone to reach goals
Get Change "Ready"
• Push decision making down to the lowest possible level.
• Begin sharing information.
• Talk, but listen too. It is a 2-way street.
• Encourage participation.
• Get into the trenches with front line employees.
Help people see the "why" of change, and work with them to discover "what."
The Voice of Those Affected
"What is in it for me"?
"Why is this important"?
"How do these people even know what the problems are - they don't bother to eve ask us"?
"Do they really think they can change the entire practice at once"?
"How much of our time and their money will they sink into this dry hole"?
Step 1: Mobilize Energy and Commitment
• Do this by sharing values and a clear vision. Compelling work alone, but usually forced to do so because of the "elephant
in the living room."
• People do not argue with what they help create. You will get buy-in through participation.
• The group who will implement change must agree on what the problems are and why they need to change.
Why Not from the Top?
• People resist having solutions imposed upon them by individuals who lack familiarity with day-to-day operations.
• Resistance is expressed through lack of motivation and commitment to the change.
• MUST have top level support - not control.
Step 2: Develop a Shared Vision
• Do you have a mission, vision and values?
• Is it just a sign on the wall, or do the owners and key managers inspire others in the organization toward a vision?
• Vision is "what can be seen," so focus on:
Specifics about how to improve the business
How those changes will benefit the employee and patients/clients
• Price Pritchett at Pritchett and Associates says:
20% of employees embrace change from the start50% are fence sitters
30% resist any kind of change/growth
Components of Shared Vision
Describe a desirable future
Be compelling - much BETTER than the current state of things
Be realistic within the grasp of the hard working folks who will make it happen
Be focused on a manageable set of goals
Easy to communicate with all levels of employees