Two of Gina Temple’s Notes on Change ManagementThe Ideal Person to Manage Change
One of the most important realities of a constantly developing business is adaptability. In an ever-changing landscape, change management will always find a critical role in bridging the gap of change.
Here are some of the critical qualities of the ideal person to manage change, according to Gina Temple.
They are aware of the perception of stakeholders.
In any change management practice, there will always be some form of resistance to new knowledge. There is something about change that will naturally make stakeholders and end-users uncomfortable. In fact, change requires that one must be able to go out of their comfort zone, notes Gina Temple. It is the likely state of mind of stakeholders that a good change manager should always consider.
They can sustain the dialogue.
One of the biggest hindrances to success in change management is that new knowledge is so easy to remove from the top priorities list. It may be understandable because key figures in a business always have other things to worry about. The change manager should always find ways to keep the communication going so that knowledge is not forgotten by those who will need it in the long run, adds Gina Temple.
They know the product inside out.
Whenever a company changes, employees will always look for a resource to turn to. For this reason, the change manager should always know the product inside and out. Most technologies that require change management as a knowledge transfer tool are usually complex and vast in scope. The change manager should accept this role wholeheartedly and be a receptacle of knowledge for a smooth transition.
Why Change Management Strategies Matter
According to Gina Temple, change management occurs in a company when people, departments, or entire organizations change. For people, these changes may mean preparation and support for future roles that they may not be ready for just yet.
As mentioned above, some professionals are specifically skilled at change management. They work with both management and the employees with tried-and-tested change management strategies. With a sound change management strategy, companies would be more prepared to handle organization-wide disruptions such as crises, tech evolutions, changes in consumer habits, and M&As, among others.
Gina Temple explains that there is no one change management strategy. Strategies differ depending on several factors that revolve around different areas of expertise. For example, the strategy for people in the IT department and the department itself may be different from the strategy for employees in HR.
Change management experts know all too well that to come up with a sound strategy, they have a number of things to consider, from the context of the situation to the specific people and departments involved, to company culture, to business goals. For project management, strategies may involve new processes and the introduction and approval of new projects.
Gina Temple adds that the best change management strategies do not work without people who are welcoming of the change and are also willing to change. As such, the best change management strategies heavily include leaders motivating employees to adopt new practices and mindsets.
Gina Temple has served in the healthcare community for over 30 years with experiences ranging from for-profit to not-for-profit organizations, unionized to non-unionized facilities, and acute care settings to outpatient centers. Read similar articles on healthcare and leadership from Gina Temple by clicking here.