Equipping Managers for Success when Communicating Change

Dwight Mihalicz,

With organizational change, employees at all levels can feel nervous or threatened by the introduction of a new way of doing things. It is natural for humans to resist change, especially if they don’t know or understand what those changes mean for them individually. Instead of jumping for joy at all of the time and trouble these new changes afford, individuals may openly or passive aggressively resist change, essentially sabotaging new initiatives before they can prove their value.

The Million Dollar Question Answered: Why Managers are Overwhelmed with Work

Dwight Mihalicz,

Here is an important question for CEOs: Why do your best managers go home every day feeling badly about what they didn’t get done instead of going home feeling good about what they did get done?

We all know that there are only 24 hours in a day. But we don’t always take that to heart. In busy times, managers are expected to roll up their sleeves and put in the long hours required to meet deadlines and get the work done. The understanding is that in less busy times, they’ll be able to work less or take time off. There should be a balancing effect. However, in reality, the busy times never seem to end, and managers are often lucky to get a Sunday off! This isn’t fair to employees, or the organization.

The Mistake You Can’t Afford to Make When Leading Change

Dwight Mihalicz,

It’s inevitable. When your organization is undergoing change, you will meet resistance. There will be those employees who want nothing to do with the change and are comfortable with the status quo. Statistics show that 15-20% of employees will be the naysayers who are resistant to the change. On the other hand, 15-20% of your employee population will typically be happy about the upcoming changes. They are the “keeners,” the ones who are gung-ho, roll up their sleeves, and will happily help you meet the new mandates. The remaining 60-70% are neutral. They are in the middle, and want to wait and see what happens. These statistics represent a typical bell curve.

Copyright © 2019 - Dwight Mihalicz -Sage Effective Managers