Articol de: Elena Badea, Managing Director, Valoria Business Solutions
If the top management of the company decides to make changes in the organization then the inclusion of personal development in the change management plan is an essential component. Most of the people involved in changing an organization’s culture are not aware of their own contribution to its problems, being more concerned with blaming others.
Organizational change begins with self-change
For many managers, the ones responsible for the things that do not go well in the company are the others. Never themselves. One’s responsibility is only activated when one represents oneself as part of the problem. Employees must understand that if they want something to change in the organization, they must make this change.
In most cases, the implementation of a change program in the company takes people into account as a resource for achieving the goals of change. Managers often pay attention to personal change at the level of each employee. Building a new organizational culture cannot be done keeping the old mindset and the old behaviors. In this version, the change is rapidly tempered when everyone expects the other to change to be allowed to act in accordance with the new vision. Lack of responsibility blocks the change of the company and at the personal level of each employee and gives a development opportunity to the following types of behaviors:
- Safety prevails in front of the vision
- Avoidance of disputes is more important than the solutions that would move the company in the desired direction
- Giving up control does not go beyond the deep need to maintain it
- Any action is blocked due to the lack of a detailed description of each step that needs to be taken
Basically, the management is expected to have all the answers and to remedy the situation that the company has reached.
Any kind of leadership also includes self-leadership
Leadership is proven when one does not consider the hierarchical level that somebody decides that what is happening around is his responsibility, that business success and quality of life are in one’s hands and that one does not have to wait for someone else to create the desired future. People are accountable when they choose to create the future they want and start to be open to learning what they must do to translate change into reality.
In a GfK study for 2016, about 2.5 million Romanians over 18 years of age have engaged in gambling games and especially by buying lottery tickets. Official statistics are rising, and the unofficial figure shows that only 2% of those who would win the lottery would still go to the current job afterward. Under these conditions, how likely is it that in Romania there will be key changes in building products and providing innovative services in the workplace when 98% of employees want to be elsewhere?
What does this statistic reveal, even if an unofficial one? It reveals the bankruptcy of many companies to show employees that changing the company, along with personal development within the organization, is possible. It also reveals the limits the managers have in thinking about an alternative-based development process within companies which demobilizes employees to believe they can create a happy life in companies that feel attached. These managers are sabotaged by their own belief that real change is not possible.
Employee accountability begins with self-empowerment. When they are no longer just rule readers, but contributors to the behaviors that define their own set of values in the company, employees become the authors of their future and of the organization they work in. This personal accountability moves the emphasis from blaming the other for things that are not going well, to the power to transform the company through creativity, innovation, and intrapreneurship.