Getting change ready (Proceedings)
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 complacencyIs 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:
o Specifics about how to improve the business
o How those changes will benefit the employee and patients/clients
• Price Pritchett at Pritchett and Associates says:
o 20% of employees embrace change from the start50% are fence sitters
o 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
• Be flexible
• Easy to communicate with all levels of employees