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Helping managers to change their working style

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Leadership Challenge:
AS a leader of my client organization, I observed a lack of flexibility and a slow decision-making process in many of the departments. I believe that I ams not serving my customers well, and have decided to move to a team environment and to push many of the decisions to the lowest possible levels. In other words, I want to create a team-based, empowered organization.
Yet, several of my best managers are resisting the idea strongly. They not only feel that many employees are not ready for the change, but they also believe that they personally could never change from a "command and control" style to allowing more participation
I am trying to prepare a report in which I address the following questions base on challenge I have:

1. How should I deal with the situation?
2. What arguments can I use to persuade MY managers?
3. What can I do to help MY managers change their style?
4. What are the implications of MY actions and decisions?

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Helping managers to change their working style

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1. How should I deal with the situation?

The situation has to be carefully dealt by first initiating the change management process among the managers by solving their apprehensions, grievances and queries with respect to undergoing such changes and then clearly laying down a strategy to change the perception and outlook of the employees at the lower levels.
Resistance to change is an inherent part of any organization and is a cumbersome and difficult task for management consultants to transform the existing organizational culture. People tend to avoid changes and are more comfortable with the set of activities and processes they are more familiar with, thus avoiding any new methodoloy and processes to work. This is primarily the reason why managers in the above mentioned scenario are sceptical of such changes to improve the performance of the organization as they feel that such "unwanted" changes will cauce them to radically transform themselves and their work styles.

Such apprehensions can be effectively tackled by a suitably designed training program for managers at important levels along with one to one personal session to listen to their grievances and arguments against such changes. Further, an explanation of the direct and indirect ...

Solution provided by:
Sandeep Bardia, MBA
Education
  • BCom, SGTB Khalsa College, University of Delhi
  • MBA, Rochester Institute of Technology
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