Written by: Renée LeMoine
Photo by: V&V
“Our firm’s leadership is pushing the entire staff to make administrative and organizational changes to improve our order fulfillment efficiency. Principally, my teammates believe the changes will help, but they prefer the former procedures and keep dragging their feet.
Sounds like your team needs a pep talk! And, it starts with getting them committed to making the changes. One person committed to an idea can make an improvement; one committed team can make an astonishing impact.
Emotions may provoke commitment, but commitment itself is a character quality that enables us to reach our goals. While emotions are going up and down during your reorganization, your team’s commitment needs to be rock solid. Therefore, it may make your job easier if you start by identifying situations when the team has demonstrated commitment, and nurture growth from these positive signs.
· Take inventory of the times team members’ articulated core values that matched the firm’s values. Coordinate these matching interests with examples of why it is mutually beneficial to implement organizational changes. The mutual core value is maintaining long-term survival rather than reaping the short-term benefits of employing more people.
· Encourage risk-takers. Being committed involves risk. They may fear that implementing the organizational changes will not give desired results. But, they won’t know until they try. Few will regret giving their best. Of course, there are risks that the plan won’t work, but the alternative of not making changes is far greater.
Keep in mind that commitment comes as the result of choice, not conditions, and lasts when it’s based on values. Anytime a choice is made based upon solid values, a teammate is in a better position to sustain his level of commitment because it isn’t necessary to reevaluate its importance. Commitment does not depend on one’s abilities, but rather on one’s character. Adversity fosters commitment, and commitment fosters hard work. The more one works at something the less likely he or she is willing to give up.
Article prepared by Renée LeMoine, Executive Director, LeMoine & Associates