More than ever before, employees find themselves in a world of shifting priorities and evolving demands. The skills and talent needed by employers constantly changes. The ways in which people collaborate and work together continually adapt to keep pace with the forces of globalization and technological innovation. Jobs are no longer “permanent,” and employees must continually develop new skills and take on new roles to keep up with new demands. All of this results in an environment in which the ability to navigate change with Social Intelligence is essential to long-term success.
To be competitive we need to be disruptive, to create change and do things differently. We’re looking for new ideas.
Some people are comfortable with change but a lot of people aren’t. We need to get those people on board.
In the modern workplace, to say that change is normal seems quaint. Companies are constantly undergoing change, often involving a fundamental realignment of strategy and direction. The half-life of most products and services is now so short that companies have no choice but to constantly anticipate the future and adjust to new demands. Unfortunately for many of these companies, massive change efforts are no guarantee of success. More than a few companies have fallen from profitable giants to struggling shadows of their former selves – firms such as Nokia, Blackberry and Tower Records are examples. While these are recent illustrations, they are hardly alone. It’s been widely estimated that at least 50% of organizational change initiatives are either over budget, over schedule, or they outright fail to meet their planned objectives.
Despite this grim statistic, change is pervasive within organizations, and the study of organizational change is a mainstay in academia and MBA programs. However, what is often overlooked in change initiatives, and one of the main reasons why they so often fail, is the people involved in the change, from top to bottom. Change models, including the well-known Kotter and ProSci’s ADKAR models, can help organizations understand “what” needs to happen, but fall short in the “how” or “people” part of change.
Each of TRACOM’s programs affects a different aspect of change as it relates to people and their responses to change. Together, these programs provide leaders and employees with skills that lead to social intelligence and effective change management.
Implementing change requires accurate awareness of others, recognizing what they are going through, and the personal strengths they contribute to change efforts. It also necessitates very good self-awareness and comfort with reflecting on personal strengths and shortcomings around change. Without understanding one’s own Style and how it comes across to others, effective communication is challenging, and communication is at the very heart of successful change.
SOCIAL STYLE training helps people become aware of their own behavior and how they are perceived by others. Critically, they learn how to recognize the behavioral styles and strengths of others, and how to communicate with them in ways that lead to understanding and acceptance.
More than ever, employees in any industry need the flexibility to navigate change with optimism and resolve. Emotional Intelligence and Mindset are critical success factors of Social Intelligence, and they can help people at all levels of an organization overcome uncertainty with confidence and bounce back from change ready to tackle new challenges.
Cultivating skills in the areas of Mindset and Emotional Intelligence can prepare your employees to lead the charge in the midst of change.
While change may be necessary it is also disruptive, and large-scale change efforts are often downright overwhelming to the employees who are tasked with implementing them.
Building Resilient teams skilled at navigating change can make a world of difference for organizational performance. Workplaces with strong Social Intelligence skills can experience greater results by turning organizational change into a driver of competitiveness.
In the modern era it is imperative that organizations create change rather than just respond to change. Organizations, leaders and employees need to be comfortable with trying new approaches, developing unique ideas and being open to new ideas from all sources.
Agility is a learnable skill that enhances the innovativeness of people and their organizations. During times of change, it helps people not only respond positively to the change, but to actively put forth new ideas that will improve the change.