Powerful Presentations - For Business

Would you like to deliver impactful business presentations that get your message across clearly and in an inspirational way?

How about feeling a sense of inner confidence each time you walk up to the stage?

If you are saying ‘yes’ to the above questions then welcome to ‘Powerful Presentations – For Business.’

We are about to explore some simple but highly effective strategies for you to not just handle your nerves a little better, but to create an empowered state of mind for you to feel nothing less than the best you can feel when delivering a presentation in a business environment.

Handle nerves and deliver presentations with impact

Are You Communicating with your Staff?

On a scale of 1-10, how well do you communicate with your team?
Do you communicate in a directive way, i.e. do you tell them what to do, or do you communicate in a motivational way, by asking them what they think they should do? A motivational leader or manager encourages people to think for themselves. Of course, a directive style does have its place. But if the building was on fire, this is not the time to be coming to a group decision! If you need something done in a particular way and you have an urgent deadline to meet then you need to get this across. There are ways to ask to bring your team onside, making sure they understand what needs doing and why.

What is your communication style?

Be more than good at what you do – be the best

We all have influences around us and different patterns of behaviour which shape us as a person, and how we control these can affect our success. Our personal development depends on our attitude and commitment to meeting our goals.  In this article we are going to explore this further, and look at what steps we can take to be the best.

What challenges do Internal Communication professionals face in 2014?

A recent study, State of the Sector, by Gatehouse asked Internal Communication professionals what their priorities were in 2014.

"The four top answers were similar to 2013: improving electronic channels (61%), leadership communication (61%), developing/refreshing an IC strategy (60%), and improving communication planning (52%). Enhancing line manager communication, building the IC team / capability and restructuring the IC function appear to have lost ground over the past 12 months."

Clearly more progress needs to be made in 2014 in areas such as improving electronic communication channels, leadership communication, developing an Internal Communication strategy, and improving communication planning.  But how do you develop your Internal Communication strategy?  Or how to you improve your electronic communication channels?

Capita Learning and Development offers a Diploma and Masters degree in Internal Communication accredited by Kingston University, designed to help Internal Communication professionals face these challenges. The Diploma and Masters programmes equip students with a depth of knowledge about communication, people and organisations, providing the knowledge and gravitas to operate at a senior level.

Click to watch video

Meet Rachel Miller, an Internal Communications Diploma attendee, and Director of All Things IC. Rachel tells us more about what she learned on the course,  the advantages of taking an Internal Communication qualification and how it helped her start her own Internal Communication consultancy.

How to face challenges at work and beyond

We have all experienced a number of challenges in our professional lives, some of which you may have handled exceptionally well, others you may have wished you ‘knew then what you know now.’ However, all in all wherever you are in the world and whichever stage you are at in your career, challenges are an everyday part of the corporate world. Today’s blog post sets out to create a sense of awareness and how you can let challenges be your biggest strength, not your worst enemy. 

The ideas in this article relate to people, circumstances, sales and even transcend to our personal lives – there is no right or wrong situation for using this advice, just take what you feel is right for you.

Face challenges at home and work

Challenges are not going away – ever

A great place to start is by understanding that challenges are not going to go away. It it true that the individual challenges we face will eventually subside, especially if you work to overcome them, but challenges as a whole are here to stay.

When we take time out to appreciate that there is no finish line and when you complete one challenge another will soon come along, only then can you choose to ask the question that very few people actually ask themselves:

“How good am I at facing and finding solutions to challenges?”

Then you can follow up by asking:

“How do I become even better at facing and overcoming challenges?”

By asking the above two questions you are actually accessing the resourceful part of your brain and empowering yourself to come up with better ways to deal with a whole host of challenges you may come across. 

The problem is not the problem, but the way you think about it

Unfortunately, many people instead of asking resourceful questions when faced with a real challenge ask; ‘why this challenge/problem is happening to them,’ and if you really dwell on this ‘why’ question it will do the opposite of accessing the resourceful part of your brain and can keep you stuck in the same problem for much longer.

It is really important to remember that ‘no challenge or problem ever has any emotion,’ it’s you who adds that part.  Should you feel bad about challenges or problems then the chances are the challenge will feel more like a major problem.  However, should you choose a feeling of inspiration and confidence, this could in fact turn the challenge into your biggest strength!

Pain is a far greater motivation than pleasure

Understandably, it is not always easy to immediately feel good about a challenge you have to face in the workplace or to switch on your resourceful state of mind.  Yet, consider that pain is a far greater motivation than pleasure, especially if we channel that motivation in the right direction.  Think about this for a moment: have you ever said to somebody that if they just focused their energy on what’s good in their life instead of putting so much into what’s bad they could in fact be very successful?  It’s exactly the same when it comes to your individual challenges too.  Next time you are faced with a challenge that makes you feel a little ‘ouch, this hurts,’ remember to ask yourself how you can turn that ‘ouch,’ into inspiration and action.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

Mindset: How People React Differently

We all think differently, we all have our own unique view of the world and attach completely different meanings to different subjects, ideas and experiences. In NLP (Neuro Linguistic Programming) terms, ‘the map is not the territory’.  None of us think about any situation in exactly the same way.  This is because we all have our own unique values, beliefs and needs.

The iceberg, used in Cognitive Behaviour Therapy, represents how our results are driven by our behaviours which are derived from our emotions which are created by our thoughts.  Therefore what we achieve is driven by what we think.

People react and internalise situations differently

In order to change someone’s results, we need to dive beneath the surface and change the way they think. Most managers tend to float on the surface and concentrate on the performance itself. This usually results in a directive or advisory approach.  When you understand how the brain works, then you will understand why these traditional approaches are ineffective long term.

When you recognise that everybody has a different view of the world, then it would follow that what is right for one person isn’t necessarily right for another.  Think about this the next time you want to offer your advice to somebody.  Yes, it may be good advice for you, and it may be what you would do in that situation, but is it right for them?

Start taking note of conversations over the next month, conversations that you have at home or work or with friends, but also other people’s conversations (honestly, you are not being nosey, you just have a genuine interest in people!)

• Note how often people are not always talking about the same thing even though they think they are.
• Listen to how people’s opinions differ. 
• Notice how people get frustrated when they can’t get their point across or the other person doesn’t quite get it.
• How often do people give, a ‘whatever’ answer and just quit trying to explain?
• How often do people give their advice only to have it shrugged off?
• How often do you receive advice that fall on deaf ears?

You will start to smile to yourself as you notice different points of view on the same subject, or different meanings assigned to the same conversation. The next time someone asks you for advice, try asking them questions to help them think it through and come up with their own answers.

Yvonne Bleakley
Learning Consultant, Capita Learning & Development

How to Lead a Team and Gain Respect After Internal Promotion

Most of us start at the bottom of the career ladder and work our way up. We become so proficient at our job, earning respect of the management and becoming a valued member of the team. Eventually promotion is offered, usually within the same team and we can find ourselves leader of the team we were once part of. This does have its advantages, however, doesn't come without its problems.

New to Team Leadership

There is nothing that can gain respect more than people knowing that you have been there and done the job for yourself. You know the systems and procedures, what is expected and the problems that your team may encounter. You can see things from their point of view. This can be a great advantage when leading a team. You know when to cut the slack because of genuine difficulties, but you also know an excuse when you hear one.

The problems arise though when some of the team members may have been there much longer than you, may be older with more experience, or may feel that they were the ones that deserved the promotion. You may find it difficult to be assertive and to feel that you are taken seriously as a manager. Since you were once in their position, you will know how hard the job is and may feel guilty for enforcing deadlines.

So how can you gain respect from your team and get them to do what you need them to without them thinking that power has gone to your head?

Firstly, stop beating yourself up and congratulate yourself on your promotion. It is quite normal to feel this way when you have been used to working on the other side of the fence, as it were. The dynamics of your team have now changed so now you need to embrace this change and take control.

In order to gain respect, you have to give it. Show your team that you value them and support them by listening to how you can help them. Listen to any ideas that they may have. Think back to when you were in their position. If you had a problem, how would you have liked your leader to have handled it? Remember that the only way to get what you want is to ask for it. Never assume that anyone in your team knows exactly what is expected of them. When enforcing a deadline, explain to them when it has to be done by and why, then ask how they think they can achieve it, what do they need to make this happen, how can you best help them? Once they know that they have your full support, then they will do whatever they can for you.

Capita Learning & Development offers a training course in New to Team Leadership, which will help you develop and grow your leadership and management skills.

Yvonne Bleakley
Learning Consultant, Capita Learning & Development

Predictions for Learning & Development in 2014

With the recovery of the recession in full swing, training is on the rise again.  With that said, we have a prediction for Learning & Development moving into 2014 which might just surprise you.

Before we press on with today’s article, here are a few questions you may wish to consider for your business heading into next year:

“How could Learning & Development help your staff members both individually and as a team in 2014?”

“What specific skills would help your business deliver an even greater service to your customers?

“What are the 3 main areas you would like to see up skilled within your team by the end of next year?”

“Combining all of the above, how could Learning & Development help your business rise to the next level?”

Training Predictions for 2014

You do not need to answer these questions in detail right now, however once you have read today’s predictions for Learning & Development you may wish to revisit these questions and see how closely they link to your business and aims for next year and beyond.

The prediction relates to an area which even just 10 years ago didn’t really exist in the Learning & Development world but in contrast, over the last 12 months has been bubbling up and by next year will be ready to explode. This area is called Intrapersonal Skills (relationship with yourself), this includes courses like Emotional Intelligence Training Course, Presenting Skills Training Course, Building Personal Resilience Training Course and Leadership Training Courses.

Presenting skills and leadership courses also relate to Interpersonal Skills (your relationship with others), which no doubt these courses are about that, yet we are realising more and more now that in order to influence others and communicate effectively, we must first own a confident and good relationship with ourselves, especially in the business world. 

Emotional Intelligence takes this one step further and delves into the depths of the subconscious mind, being present and understanding that we can control our emotions or at least manage them, something that is essential when working in a busy and high demanding office environment.

Why are these types of courses becoming so popular in the business world?

• Intrapersonal Skills courses are no longer considered fluffy or non measurable.  This is greatly due to training companies ensuring they are delivering to a higher standard but also because of the growth of the personal development industry over the last 5 years and the direct impact it is continually having on people’s lives for the better.  How many people do you know who have read at least one personal development book at your office?  Perhaps you have read one or more yourself?
  
• Stress costs the UK economy up to 12 billion per year - a recent study done by mental health charity MIND revealed that work is the most stressful factor in peoples’ lives, with one in three people (34 percent,) saying their work life was either very or quite stressful.  Therefore, companies are now being very proactive by investing in their staff members’ health and wellbeing.  Businesses are achieving this by offering staff courses such as some already mentioned in this article.  After all  ‘Prevention is always better than cure.’
  
• With technology making such dramatic advances over the last decade, the focus and emphasis has now been put back on ensuring team members are up to date on these technological advances.  This ‘change’ within a business can also come with a lot of resistance so once again this is where Intrapersonal skills play a vital role in staff members being able to be adaptable and open minded to change.
  
• The above point also relates to companies being fully aware of the uncertainty felt by many working Britons about their job security so by offering staff a variety of training courses team members can feel the company is investing in them and more so than this, the staff member can keep their skills sharp and even be up for promotion internally when the opportunity arises.

Overall, Learning & Development has the ability to bring staff members together in a fun but professional environment, it allows people to speak their mind about their views and vision with their current company. It can also work as a great motivator even if each staff member takes 2 or 3 skills or tips back to the office with them after a training day and finally, the one thing that is constant is change, training will always work as a facilitator to assist with that change.

Now could be a good time to return back to the questions at the beginning of this article.  However, this time when asking each question, have a pen & note pad ready and consider how Learning & Development could impact the mindset, skills and emotions of staff members within your business and even yourself.

‘All change starts on the inside.’ 

To train your team, have a look at what courses Capita Learning & Development offers in 2014. If you need any tailored courses please call 0800 022 3410.

Written by Pete Scott, a learning consultant at Capita Learning & Development.

How can managers step up to the challenge of managing remotely?

In days when going to work meant commuting to the office and sitting at one’s own desk, managers were encouraged to be present – to keep their eyes open and their hands off and promise the metaphorical open door.

Working from home

But what about in days when being present means occupying virtual space and the door has been replaced with a portal? How do managers maintain the correct level of contact with their teams whilst ensuring effective performance and appropriate behaviours?

To understand what to do it’s worth understanding what has created the need to manage remotely:

• Virtual teams created by the availability of technology
• Matrix management created by the need to be leaner, more effective and more responsive to client demands 
• Flexible working environments (e.g. working patterns, working space configuration)  created by the reaction to customer/user demands and the social needs of workforce

The challenges presented by these newly created environments, means that the manager must be aware of, and support, the shifting needs and feelings of many:

• Those taking the step into remote working for the first time
• Those experienced members of the team who need to retain a sense of belonging whilst maintaining the motivation to achieve
• Those working in virtual teams who may been spread throughout the country or the globe  
• Those on the team who do not have the opportunity to operate remotely and often openly deride their colleagues for (cue fingers indicating inverted commas) “working at home” 
• The manager who must tussle with the potential feeling of  loss of control

When developing his “Action Centred Leadership” model in the 1960s and 1970s, John Adair could not have anticipated the increased significance it would have taken on but never have the underpinning needs of its component elements  –  to manage and develop the individual, grow the team and achieve the task – been more relevant.

Of course in there are some very simple management actions like keeping electronic diaries free of unnecessary meetings and placeholders but it goes way beyond that. This is about setting conditions and environments for matters like communication, performance objectives and expectations from all. So what good practices can managers adopt?

Get the team emotion right

• Consider the effect of motivation of those working at the office versus the perceived (and often real) benefit for those working at home
• Remember that new working arrangements cause a shift in behaviour with the team (they are reverting to storming) so is it time to reconsider the ideology of the team – how do we work together, what is expected of each other, how do we communicate, what does respect look like, how do we deal with issues and problem, what does “belonging” mean and so on)
• Consider the practical (e.g. time) and cultural elements of global virtual teams  
• Develop the collective maturity and capability of the group so that you can progressively increase group freedom and authority 

Get the individual expectations right

• One size does not fit all – what feels right and gets the best out of one relationship doesn’t work for another. Start with the default position of asking the individual what they need to make remote working effective and come to agreeable solutions
• Develop individual freedom and authority - avoid overcompensating for not having sight of individuals. In remote situations “management by exception” has to be the de facto approach – agreeing standard communication up front and agreeing what constitutes exception situations when additional communication is required
• Remember that recognition and praise is not as immediate or ad hoc so take the time to provide this – it means even more when working alone for periods of time to have effort and good work acknowledged
• Remember that working in isolation is not necessarily always felt to be a reward (or indeed a preferred way of working) – what motivation does the individual require and how can you provide this? (NB – motivation itself is a huge topic and is covered in other blog articles)   

Get the performance management of the task right

• Manage by outputs and outcomes not inputs or process 
• Be accurate in your expectations surrounding deliverables (measures, timescales, strategy and tactics responsibilities), objectives (accountabilities and measures) and task (standards, quality, time and reporting parameters)
• Consider what resources (physical and emotional) the individual requires
• Do they have a support network provided? 

In achieving the right balance in all these, the manager has the chance of nurturing a successful remote working environment and step up to effectively perform the sole responsibility of managing remotely.

Written by David Mathieson, a learning consultant at Capita Learning & Development.

Do you play the Blame Game?

When something goes wrong, a number of organisations and managers need someone to blame and they set about instigating a hunt to put a name to the culprit without ever thinking of the impact that this has on employees.

When this happens employees will try to cover up mistakes and hide problems hoping that no one will find out. Genuine mistakes may go unnoticed and unreported which may lead to even greater problems in the future. The result is that nothing ever gets resolved.

Blaming Culture at Work

However, the impact of harnessing a blame culture is far greater than unresolved issues. Staff will lack initiative and creativity in case they make a mistake and are more concerned with covering their own back rather than engaging in more productive actions. If any staff member receives negative feedback for their actions, then this will soon become common knowledge within the workplace, especially if they have been dealt with harshly. This will result in them losing trust and respect for their leaders.

If you use or hear such language as “who is responsible for this” or “when will they ever learn?” then this is the language of a blame culture. Rather than being focused on learning how to improve the situation or on the solution, this is focusing on finding someone to blame because it is always someone else’s fault.

So how do you move from a blame culture towards a culture where people feel empowered to take responsibility?

• Recognise that everybody makes mistakes
• Thank people for bringing problems to your attention
• Praise what people have achieved
• Take responsibility for your own actions
• Clarify what lessons can be learnt
• Recognise staff for identifying problems early and for suggesting improvements

There is no such thing as failure, only results.  If we all learn from our results, then we can never fail. Just a small shift in mind set and language can make a huge difference.

Yvonne Bleakley
Learning Consultant, Capita Learning & Development

What challenges do Internal Communication professionals face in 2013?

Internal communication is rising high on the management agenda.  The demands being placed on internal communication professionals are also increasing. 

Effective Internal Communication

While internal communication may have been seen historically as ‘nice to have’, senior leaders are increasingly aware of its importance in maintaining a healthy and robust organisation that is fit for the future.

More and more evidence backs up these expectations.  A Towers Watson study comparing communication and financial effectiveness found that organisations that ensure effective internal communications are 1.7 times more likely to outperform their peers financially. The same study found organisations with effective communication and change management processes outperformed peers without this focus by a factor of 2.5.  The ‘Engage for Success’ movement is amassing a significant volume of evidence to show the business value of providing an engaging workplace environment.  Their work also demonstrates how communication and employee voice is a vital strand at the heart of a strategic approach to engagement.

This changing landscape provides a new set of opportunities for the communication professional – but a whole set of fresh challenges too. While developing and managing a communication infrastructure remains important, leaders are increasingly likely to demand support from senior communication professionals with real clout – who can provide guidance on how to communicate in the trickiest situations, and have earned the respect and credibility to be listened to.

So what are some of the challenges facing today’s internal communication professional?

• Developing an ability to ‘think business’:  at Executive and Board level.  Plus an understanding of how senior leaders think – and make decisions.  All important aspects of knowing how best to influence in a positive way. Understanding and navigating the political and power structure helps too
• Having the gravitas to promote communication strategies supporting business objectives – and the knowledge to explain why they make sense.  That means getting an understanding of what makes different people tick – the psychology of communication.  It also means having the listening and research skills to apply that knowledge with the various groups that make up the organisation, developing strategies that acknowledge their different world views. One approach doesn’t fit all.  
• Getting to grips with the culture (or cultures) of the organisation and identifying communication approaches that will work – and those that won’t.  As well as understanding the complexities involved in ‘changing culture’. 
• Responding to the opportunities of a more connected world.  Gone are the days where communication = telling. Digital communication can open up dialogue and sharing across – and beyond – the organisation.  It can also be the latest corporate toy to crash and burn. The internal communication professional can make all the difference here.
• Having the confidence and skill to coach leaders at all levels in their leadership communication style.  The way that leaders – from top to bottom of the organisation – promote dialogue is the foundation for an engaged and healthy organisation.
• Providing opportunities for the organisation to both communicate and to listen while avoiding communication overload.  And ensuring that measurement, evaluation, and continuous improvement  are part of ‘business as usual’.

Of course, the core craft skills of writing and creating compelling communication materials remain as important as ever. But the time is right for internal communication professionals to be raising our game.

What do you see as the core challenges facing communication professionals today?
Share your experiences below:

Liz Cochrane

Course Director, Masters in Internal Communication Management

Employment Law Changes Spring 2013

This Spring coincides with various changes in employment law that are likely to affect the day-to-day working practices of many organisations. If you would like expert advice on the current legislation and ensure you have the correct employment law procedures in place, why not join The PEEL Club, an exclusive club for HR professionals?

The PEEL Club is a group of HR professionals who regularly meet up to discuss Employment Law changes, challenges and best practice. In this video we meet, Prof Patricia Leighton, an employment law specialist and the PEEL Club leader, who tells us more about the benefits of attending the PEEL Club...

How To Change Your Company Culture

Barclay’s recent job cuts announcement includes a vow to ‘change the corporate culture’ of the organisation.  How realistic is that as an aim?

Organisational Change

New CEO Anthony Jenkins is wise to say that it will take ‘five to 10 years’ to embed genuine change. Culture is the very essence of an organisation.  There is a debate about whether culture is something an organisation “has” – a characteristic which can be changed in the same way as new equipment can be bought or processes introduced, or whether it is something an organisation “is” – so fundamental to the DNA of the organisation that it permeates all elements of organisational life.

Cultural models reflect this complexity. The well-known cultural web developed by Johnson and Scholes provides one illustration. The web is made up of a number of elements:

• The events and stories that people talk about
• The rituals and routines that show what is important and what‘sanctioned’ behaviour is
• The symbols, from the organisation’s brand and buildings to the language that people use
• Who has real power – to keep the status quo or make improvements
• What controls are in place – both measurement and reward systems
• The formal organisational structure – showing both who and what is important

At the centre of these six elements is what Johnson and Scholes call the ‘paradigm’: those deep unstated assumptions about the organisation that are so taken for granted, people don’t even know they have them.
To make it worse, few organisations have a single culture.   Subcultures proliferate – forming for reasons as varied as the requirement for an R&D division to work in a particular way to make its contribution, to the different basic assumptions that contribute to the world view of people from varying national cultures in a multi-national organisation.

So is change possible?  Yes, but it is important to recognise the limitations and risks.  As well as multifaceted, culture is multi-layered.  Ed Schein, father of organisational cultural theory, paints a picture of the levels of culture: Artifacts– things that can be seen, heard and touched as soon as you walk through an organisation’s doors.  Espoused values and beliefs - what people say is important. And finally – the basic, underlying assumptions that form the beating heart of the organisation. These assumptions build up over an organisation’s lifetime as a result of people finding a way of being that ‘works’ and works repeatedly when tackling challenges. That level of ‘taken for grantedness’ is tough to permeate – which helps explain the anxiety and resistance that can scupper the most well-meaning change efforts.  Though it also means that there are times where it is obvious that ‘the world is shifting’ when cultural change is the most likely – as it becomes increasingly clear that the old ways of being simply just won’t cut it for the future.

Changing culture means being in it for the long haul, taking a holistic approach – and recognising that intended changes often end up having unexpected consequences. No blog post could do justice to the complexity of what is required. A few pointers, in particular from a communication perspective include:

• Clarity. Populate the cultural web to understand where your culture is now, and where you need it to be
• Help people to ‘unlearn’:  use communication to help show why the current way of being just won’t work for the future. Better still, find ways people can find this out for themselves (e.g.: ask groups to conduct their own market research) 
• Support leaders in being tangible and explicit about what is changing (and what isn’t).  Highlight role models to help people ‘reframe’ their thinking.   Engage – providing structured opportunities for people to make their own informed decisions about solutions.
• Provide a safe environment.  Fear of failure or looking stupid is a big stumbling block.  Listen to understand concerns, then communicate the support that is being put in place.
• Recognise the power of the peer group – especially in the digital age.  Nurture and support ‘informal’ leaders
• Publicise and reinforce successes – and encourage people to do the same through internal social media platforms.

Liz Cochrane

Course Director, Masters in Internal Communication Management

Effective Internal Communication: But How?

Communication is a word we know all too well. But what does it really mean? Communication is: “the act or process of transmitting information (as about ideas, attitudes, emotions, or objective behaviour)”, Merriam-Webster.com, 2012 Merriam-Webster, Incorporated. Communication is a two way street - not only talking - but listening as well. Communication is a dialogue, not a monologue.

Internal Communication in the office refers to communication between employees and employers, employers and employees and between employees and employees.

But why is it important to communicate successfully internally in an organisation? 

Internal Communication is a critical success factor in any organisation and should feature on each company’s list of priorities. Over the years organisations have learned that employees will discuss work, projects and the culture in the office on a regular basis. It’s far better to set agendas and discussion points than to have uninformed employees discuss topics they know very little about.

Open communication between employers and employees leads to greater engagement on both sides and employees feeling valued and involved in the organisation’s future.  It can lead to increased staff morale and as previously mentioned staff engagement. Internal Communication also affects staff performance and thus the organisation’s ROI, reputation and brand. When staff understand what is required of them on a daily basis staff morale is high and this increases the organisation’s success. Happy employees lead to happy customers.

Internal Communication is also at the forefront when any changes occur in the organisation. Internal changes within the company will only be successful if the staff are involved and consulted during the change process.  Employees need to have a firm understanding of why change is necessary. 

In order to be effective Internal Communication needs to:

1. Communicate business objectives in a clear and precise manner
2. Should be written in easily understandable language
3. The communication’s results should be easily measured
4. Is delivered in a medium and at a time the receiver is happy with 

Benefits of Effective Internal Communication:

1. Greater staff morale, engagement and motivation
2. Better and more effective management
3. Successful external communication as internal communication complements external communication
4. Employees communicate and live the brand’s key priorities and vision, take Apple for example 
5. Staff will feel involved in any changes taking place in the organisation, thus are less likely to leave once these changes occur 
6. Happy and satisfied staff will lead to happy and satisfied customers 
7. Informed decision making

View our Postgraduate Diploma In Internal Communication Management. Or for more details please contact us on 0800 022 3410 or email us with your query: enquiries@capita-ld.co.uk

How To Successfully Lead A Team Through The Difficult Process Of Change

Managing and leading employees through any form of change in an organisation can be a challenging, difficult and even unpleasant task. What change entails might even be misunderstood, as the video clip below shows, but leading a team through the process of change can be mastered…

In our globalised and interconnected economy, organisations deal with continually shifting market conditions, customer demands, technologies, input costs and competition. Organisations must continually adapt and ask questions such as: ‘How can we improve our strategy, tactics and business plan? And what can be improved upon in order to reach our long terms business goals?’ 

The biggest problem relating to initiating change in organisations, whether it be changes to the organisation, employees moving to different departments or taking on different roles, new systems being introduced or just a different way of doing things, is people don’t like change. People have been used to doing things in a specific way for a certain period of time. People are in general adverse to change and don’t like being told you now have to do things differently to what you have been doing up until now.

But surely change can be managed successfully? As the leader who has to manage the change, you have a difficult task ahead, but ensure the following and it will ease the process and lead to the change being implemented successfully faster:

1. Communicate why the change is necessary. Talk to your team and make sure they have a very clear understanding of why things need to change, how they need to change and how the change will be implemented and followed through. 
2. Give your team the opportunity to contribute, make suggestions and allow them to get involved in the decision making process. 
3. Facilitate and encourage questions to eliminate any uncertainty which will in turn reinstate confidence in their work and in themselves. 
4. Celebrate any successes and goals accomplished during the change process. Employees need to feel valued and should be thanked for the work they’ve done and their willingness to adapt to the change. 
5. Reiterate why the change is necessary and how it will benefit the company. Always have an open and clear communication channel, when there is a communication vacuum employees wonder what is going on and will feel left out. They might even think their manager is plotting something. 
6. Be as transparent as possible. 

Remember: Change is less scary when you are leading the change, making the decisions and monitoring the progress. When you are in the driver’s seat you are in control. But always consider your passengers and try and make their journey as pleasant as possible.