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#322: Shaking Things Up

Posted By Mark Haas CMC FIMC, Tuesday, June 8, 2010
Updated: Wednesday, June 9, 2010
I've got a client whose business is going through some very rough times and I can't seem to get them to accept and implement my recommendations. They seem very hesitant to commit to the sweeping changes I believe are necessary to pull them out of this slump. They agree with the initiatives in principle, but are concerned that employees won't support the initiatives. How can I help them with this?

Here are a handful of thoughts/questions that just might help:
  1. Avoid the "all or nothing" approach and phase in the components of the initiative in a gradual, non-disruptive manner, implementing the least risky and widely accepted steps first.
  2. If you are unable to phase in the changes, ensure that you gain alignment with the core leadership group before proceeding.
  3. Identify the key dissenters and identify the facts behind their perceived resistance. Deal with each individually and try to address their concerns prior to proceeding with any implementation steps.
Tip: This is not uncommon for organizations under pressure. You may want to enlist the help of someone who specializes in the management of corporate transformations and change initiatives, particularly one possessing expertise on the on the human-side of change). This should be someone who has experience and a proven track record in this area. Bringing in vital extra resources is a sign of strength, not of weakness.

© 2010 Institute of Management Consultants USA

Tags:  client service  crisis management 

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