Win together

Motivate your employees: Rosabeth Moss Kanter, Professor at the Harvard Business School has a clear opinion about change projects: 'Each manager has the difficult but so important task to create a 'winning' spirit even before the (change) battle has begun.' Employees need to know what they are battling for, what are the reasons, goals and content of the change. They also need to be updated constantly about the project development, know the milestones and time schedule. Every small success (e.g. reaching a certain milestone on time) has to be communicated and 'celebrated'. Each employee has to be given some clear responsibility in the change process and everyone must see what he can and must do in order to be successfully changing.

Show courage: 'winner's mentality' and positive thinking can only be conveyed if you are convinced yourself. This optimistic (but realistic) forward thinking is especially crucial during the phase where the boat has departed the so well known shore and maybe the new shore cannot be (clearly) seen yet. At that point, many managers become discouraged: what is really expecting us all? Are we going to reach our targets? Isn't this too big for us? Etc. Exactly there you have to stay on the course and at the same time deal with insecurity constructively: check the strategy and the derived measures, and only when facing insurmountable challenges, adopt the strategy as much as needed. Successful strategies are never too rigid and can be slightly amended if necessary. Talk about the new shore that you want to reach: what is the structure of our new market, who are the new competitors, what do the (new) customers need and want etc. Discussions with experienced practitioners in this new market are of high value as they know the relevant key success factors.

Build a strong change team: Nobody can be left on the 'old' shore; all have to sit in one boat and row in the same direction at the same speed. A successful change program needs the full support and commitment of all team members, which means all relevant departments: sales, after-sales, call center, back office, finance etc. and not only the managers. Team members will detect and discuss all specific requirements of the daily business and they have the task to accompany and support their colleagues as internal mentors or 'change agents' respectively 'change advocates'.

Include the customers: Your (successful) change should not only be communicated to your employees but also to your new and existing customers. They all need to know the change goals and measures and especially see which benefits they will get from this change. Only then you can win every (change) battle.