It will not only be about management tools that the owner of the School of Business Owners project introduces in Visotsky Consulting, it also applies to the introduction of various software products, process automation, and even just the introduction of various new rules or working methods.

In this case, the usual thing is staff resistance to these changes. Agree that it is rather strange that good top-management initiatives are not supported by employees, although these initiatives are aimed at improving the company's performance.

The reason, from my point of view, is that top managers often do not think about the most important thing in their actions to improve performance. What is the most important thing in managing people? The answer to this question is directly related to people.

There are at least two different areas in the activities of any business. The first is technological, it is directly the production of the company's product. For manufacturers, these are methods of production, for trade, methods of procurement, logistics and sales, for service companies, this is their know-how of providing services. The second area is people management.

In the first area, the goal is to create a product that customers value and that they want to receive. But what is the purpose of the second area? “Ridding the management of management problems” is very superficial, “improving staff performance” is not bad, “creating the possibility of controlled development” is pretty good, but from my point of view it’s still not deep enough.

It can be said that the goal of any organizational changes in a post-industrial society (where we no longer need physical effort, but creativity) is to create a group in which employees sincerely wish to fulfill their own responsibilities and sincerely wish to contribute and help each other. We can say that the state that we want to achieve when we organize the work is that people want to be creative and want to help each other in the manifestation of this creativity to achieve the goals of the company. The idea is simple, it's hard to disagree.

When, when “putting things in order” in a company, the leader tries to impose some new rules of work by force, does he really act in the direction of this goal? It is doubtful.

I saw many executives who independently introduced, without the School of Business Owners, a new company policy or rule, and instead of making efforts to convey the importance of these changes, they try to achieve execution by force, using punishments and fines, or even dismissing the “objectionable” ".

I saw many executives who are trying to “hammer” into the company many different tools for increasing efficiency quickly, without taking care that each of these tools is sufficiently understood and accepted by employees. This is also one of the common mistakes that are made without going through “live” training on business school . In fact, these are leaders who have long lost reality in relation to their people and have long been out of communication with them. Therefore, they “introduce” changes not into the company, which actually consists of people, but into their own idea of ​​this organization. This approach, firstly, does not lead to the desired result, and secondly, it creates people's resistance.

This approach is often justified by the fact that “you just need to survive it,” and then there will come a kind of “bright future” and everything will be different. Sometimes this happens, but with the loss of personnel and as a result they get a completely different company. Or it leads to significant destruction.

It’s like using cruel punishments for a child for the sake of his future, such approaches do not give a good result.

This requires the manager a great desire to communicate with his employees, promoting goals, explaining the reasons for the necessary changes, then organizational changes become smooth.

When the owners do not go through the entire School of Business Owners School project with us, they just develop the Organizational Scheme or adjust the system according to my books - the implementation is more difficult. Analyzing why this happens, I understand that they forget about the employees and the rod through, imposing new tools, and not explaining them. Most people want to work and create good results.

Keeping this goal in mind, organizational change can be very smooth. This is evidenced by more than 450 successful implementations in the framework of the School of Business Owners, where a huge role is given to explanations and networking. Want to use the proven method of smooth implementation of new tools? Come to Visotsky Consulting!