Like a car on the hill ascent, if you remove the leg on the peddle and stop revving, it slowly starts to reduce speed. All the cars that you had by-passed soon go past you. That is what happens to any business. As directors, managers, supervisors and staff, you must keep the foot on the pedal to keep the engine revved up to climb any hill. Otherwise, you risk coming to a stopping in the middle of the road and being knocked off the road by other the speeding cars.
The competitors are not sleeping. They represent the other drivers on the road. They are waiting for any opportunity to overtake. They are constantly doing research on you whether your car is running out of oil or fuel. Whether the brake pads are old. Or whether the tires are too old.
Going forward, consider the following tips for effective change management at your company
The quality of the staff and willingness to change
The staff are the engine of any enterprise. It is critical to identify, and address people issues for effective strategy execution and growth. It is a confirmed fact that for any change to happen, it must have the buy-in from the top. But that is not enough. There must be clear and formal approach to prepare all staff at all levels for the change.
It is human tendency to reject any new thing. Most of the time, they are afraid of what will happen next. Is my job secure. Will I keep my job after the change? Is the change genuine or a ploy to terminate me. These are genuine concerns.
As a way forward: each company strategy champion in the different departments should:
- Organize people in teams of 5 to 9 people maximum; and provide clear team targets and a leader to drive the business at that respective level.
- Communicate Pillar scorecard targets to the teams. The strategy champions should do this as part of their on-going briefings.
- Make sure at each work floor, the daily targets for the operational teams are clearly set, and communicated to all members before they start their shift and the actuals updated
- Provide a comparative analysis of the different teams’ performance
- Make it a point to rotate the team leaders so as to stir innovation and competition
- Create a culture of transparency and communication of status updates so that on a monthly basis the name and photos of the winning team is put on the notice board and the key record they set or broke in the past month which a question: who can break this record and have a chance to have lunch with the CEO or a Director of their choice?
One of the tell-tale signs of poor strategy execution is absence of communication effectiveness. If people come to work and not clear of what needs to be done, they will not perform. It is the role of the top management to set the agenda and communicate it effectively across all levels to all staff.
The easiest way to do this is provide forums to communicate and interact. One of the powerful forums are staff meetings.
The following meetings frequency shall be followed to facilitate communication, coordination and timely reporting. Any Director is free to attend any meeting as ex-officio in any department at any time as long as they get the Director in charge of the Pillar to know of the fact.
- Daily for Supervisors with staff;
- Weekly for Manager with Supervisors; and
- Bi-weekly for managers with Director and bi-monthly for TMT.
- Once a month meeting of all Managers with TMT.
- And once a month meeting of TMT members
- Once every three months (quarterly) meeting of the Board of Directors.
The above means:
- Every Supervisor must identify the staff directly reporting to them. Each Supervisor has specific daily targets from their respective Managers. The Supervisors must then communicate and cascade the targets from the Manager and provide a daily report on the progress. Since this is the operational level of the company, Supervisors must be available to help their staff daily. And therefore, they are expected to conduct daily briefings to their staff. For effective results, Supervisors are advised to divide all their staff into Teams of 4-9 people and give them daily targets and at the end of the day make daily reports of the performance of each team against the set targets.
- It id expecte that in the office of each Supervisor, there is a list of all staff reporting to the Supervisor; the Team and staff in each Team; and a daily meeting calendar per team. It is also expected that daily performance reports accumulated per week showing actual vs daily targets and comparative Team performance.
- Weekly meetings of Managers with Supervisors each week; the Managers meet with the Supervisors to review performance and provide guidance for the targets of the week ahead in the respective departments. There must be a list of all Managers and the respective Supervisors reporting to them. Each Manager must cascade their scorecard targets to the Supervisors. The Weekly meeting provide a forum for the respective Manager to share the priorities for the week ahead and sharing of experiences with the Supervisors; as well as communicating, mentoring and training supervisors to be effective at achieving targets.
- Bi-weekly meetings of Managers with Directors and bi-monthly with TMT Directors. After every two weeks, the respective Director meets with all Managers in their Pillar reporting to them. The objective is to communicate the Scorecard and evaluate performance. Each Director is to have a list of all Managers reporting to him, who in turn have a list of all Supervisors reporting to them.
For the above to work, you need a company structure as follows;