At SRM Europe, our clientele ranges from music to financial services to food retailing to architecture. And, while all these industries are very diverse, there are commonalities; primarily the need to adapt to change. And, as we’ve recently experienced, change happens, regardless of our level of preparedness; never mind if it happens to be something you never dreamed would occur. It is not unusual for an organisation to shy away from change, as they see change as the inverse of stability. It can be if a business doesn’t prepare for it.
It is good to remember what Leon C. Megginson said about the survival of the fittest, “it’s not the strongest that survive, but the most adaptable”. Companies that wish to remain adaptable must proactively address change. There are businesses, such as SRM Europe, who make it their goal to assist organisations in getting and keeping a handle on the changes heading in their direction. SRM’s proven methodology has done just that for our clients.
“The two words “information” and “communication” are often used interchangeably, but they signify quite different things. Information is given out; communication is getting through”. – Sydney J Harris
Given change is a constant, is it better to communicate to those it will affect or not? If an organisation goes with the latter, and plenty do, you end up with disgruntled employees and clients. The former, however, involves people in the process which tends to lead to a need for buy-in, so that they feel they have an active part in the process. There are many ways to approach this. SRM favours an approach wherein a meeting is convened that includes ALL those to be impacted by the change; not just managers or team leaders, but those at the ‘coalface’. Within this meeting, all are allowed to speak without repercussions. This process reveals concerns and sticking points that otherwise would remain hidden - only to emerge in the morale of workers in the long term.
“To effectively communicate, we must realise that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others”. – Tony Robbins
This meeting also allows management to provide employees with a consistent, clear message about what is or will be happening. Doing this mitigates much of the power of the rumour mill to upset and confuse. The act of calling the meeting gives employees a sense of their role in helping make the changes needed. Approaching the meeting as a one-sided information dump will diminish its value. To succeed, ensure two-way communication that is delivered at the appropriate times, to the appropriate people, with the appropriate messaging.
Finally, though businesses must deliver value to stakeholders, failure to understand the impact of change on the lives of some employees will significantly erode an organisations ability to so do. Empathy is the single most important emotion that must be honed by the leadership of the business. If you empathise with your employees, they will feel better about the ways they need to adapt to the changes to be successful in leading the company to operational excellence.
The Bottom Line
Whether it's for new technology, areas of oversight, or partnerships, for those planning to survive and thrive, change is inevitable. SRM Europe is here to help organisations get a handle on the changes implemented while assisting in how to approach those it will affect. Want to know more? Download our Overview, visit our website, or send us an email.
At SRM, we’ve a long successful history of helping business, across many industries, both design and execute change. Our expertise allows our clients to adapt their businesses safely, improving their cost base and realising revenue opportunities with limited risk.
We’re open for business and we’re here to support you, our valued clients and prospects, with advisory and transformation services in this challenging time. Our very independence and ability to cast a critical eye on a business can identify logical aspects of operational improvement and improve your bottom line.