This series on the business owner or manager’s[BOM]handing of
change is in four parts, comprising:

Change to Self.

to the People.

Change to the Business.

Change to the Customer Experience.

Having concluded the first part where the entrepreneur embraces change,
recognizing thatsome become rich and others poor depending on
how they see what everyone beholds but few truly ‘see’, let us examine your responsibility to all
stakeholders, the people within and without who contribute, however small, to
the well-being of the enterprise.

Change is often
disruptive, requiring hard decisions and risky moves which outcomes are uncertain.

BOM are often apprehensive of change.
Some take the business down a novel path and worry whether they have made the
right decision, how long the fruits of change will take to manifest[and prove them right!], and what, if
anything can be done to recover quickly from a decision which turned out to be bad
for business. Yet others have sleep deprived nights wondering how to persuade
reluctant staff to accept new ways of doing business, get new skills on board
while retraining the willing and/ or letting go of the already vulnerable. One
thing you will discover as a business leader is this: all stakeholders welcome
the chance to collaborate in managing the change process. You are all in this

Managing people
through change will involve you motivating them to work together on planning
and making necessary changes. Do not exclude them.

AsChange Sponsoryou
need to give your teamclear
. Small steps demonstrate that you
are taking a sensible, measured approach to change, being committed to it, making
every effort to minimize any negative impact on business. This raises their
confidence in both the leadership and the process.A strong
message need be passed from top down that the storm comes not to destroy the
business but to prove the strength of what you jointly built. God created man precisely
for the purpose of managing all things, even crisis. How do I know this? He
withheld rain and growth on earth, nothing sprang forth because there was no
man to ‘tend and keep’it. I dare say He will withhold things from us He does not deem us
fit to manage.

We lose what we mismanage.

Here is
your chance to prove to yourself and those looking on that you are capable, competent,
and committed to effective and efficient handling of all change imperatives to
minimize the distressing and maximize the positive.Change can intimidate or excite your stakeholders,
and even be rewarding for them. The way you manage the process will determine
its impact. You may even cultivate a team that thrives on change. Thus, you
gain a winning team who understand and accept the need for change, and respond
positively to the disruption, because they trust you.

leaders who built a culture of continuous improvement, always inviting staff
and other stakeholders to share their innovative ideas will find the change process
relatively easier to manage.

They organize fora to capture contributions,
recognize input and celebrate shared successes. Change is not feared but
recognized as a positive part of driving continuous improvement and morale. Subsequently
all team members invest themselves in the business.

Post-COVID-19 and the lock-down, the changes
you make may impact your people in developmental, transitional, or
transformational manner. But change they must.


Next Post: Managing People Through
Developmental Change.