| Being a strong change catalyst is
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| | and gain new insights.
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| critical to being an effective mentor.
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| | 3. Ask questions. Times of change are not
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| In order to "inspire others to
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| | times to be silent. It is not advised
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| continually strive for higher levels of
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| | that you stuff your feelings, simply
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| performance through creative and
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| | channel them in productive directions.
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| strategic methods that are always focused
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| | Ask questions and seek to understand
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| to achieving your goals" you must move
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| | everything you need to know. Do not be
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| through the personal emotions that change
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| | afraid to ask the same questions over and
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| creates so that you can effectively lead
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| | over. Management is there to support
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| others. Here are some critical
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| | the changes and help guide your journey
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| suggestions for assisting you in
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| | to success.
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| developing strong change management
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| | 4. Note your feelings and actions. Change
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| skills in order to assist the
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| | is definitely a process. Many times
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| organization through transition periods.
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| | change invokes initial fears of
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| 1. Communicate upwards, not downwards or
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| | inadequacy or uncertainly. Then you may
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| sideways. During any type of change, it
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| | feel confusion and may feel as though
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| is natural to gain insight from your
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| | everything was going along just fine
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| peers or to speak with people who report
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| | before and now you feel a sense of
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| to you. When a change is first announced,
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| | disorder or chaos. Then you may
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| most people react emotionally not
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| | experience times of disappointment or
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| logically. So if you are communicating
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| | anger because this was not your vision or
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| to others based on emotion, you may be
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| | your idea of how things should be. Then
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| releasing some feelings that are not
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| | there are times of hesitancy as you try
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| conducive to moving forward with new
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| | the new methods but still feel
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| processes. Focus your communication with
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| | comfortable with the old ways. And
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| those above you for the purpose of
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| | finally there is acceptance. This is now
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| understanding more of the reasons,
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| | the time for the "new norm". Things
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| results and ramifications of the change.
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| | start to settle down and everyone falls
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| Once you have information and feel
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| | into alignment with the new plan.
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| comfortable with the direction, your
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| | Understand the stages of your feelings
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| communication downwards and sideways will
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| | and ensure that you are moving in a
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| be more logical in nature, rather than
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| | positive direction through the continuum.
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| emotional. At this time your
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| | 5. Gather followers. Surround yourself
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| communication will assist the
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| | with positive influences and those who
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| organization in consistently getting out
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| | are successfully finding their way
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| the right message and helping others
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| | through the maze of changes. Look to
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| through their adaptation process. If
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| | them for answers and direction. Latch on
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| negative or emotions escape, they are
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| | to these change catalysts and follow
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| difficult to overcome later and may be
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| | their lead. They know the way.
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| detrimental to the success of the
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| | 6. Embrace the opportunity! Change is
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| organization.
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| | always a little scary because it is a
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| 2. Hear others concerns without feeding
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| | place of unknown entities. Take time to
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| into them. You will be hearing many
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| | explore the new picture and find where
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| things during a time of change. Some
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| | you feel comfortable in the grand scheme
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| information will be true, some will be
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| | of things. Everyone must find their
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| assumptions, some will be
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| | place in the new state of the
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| misunderstandings and some will be
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| | organization. Look for opportunities of
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| created. Focus on what is being said and
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| | growth. Take this time to learn about
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| understanding the feelings. By asking
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| | yourself and explore your strengths.
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| more questions than making statements,
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| | Seize this opportunity and look for ways
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| you will be acknowledging the feelings of
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| | to capitalize on the transformations.
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| others without contributing to any true
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| | These changes may open up doors for you
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| or false impressions. By asking
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| | that you never knew existed. Seize this
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| strategic questions, you will also be
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| | moment to drive your destiny!
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| helping others to assess their feelings
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|
