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Change Management

Securing the Change You Need in the Workplace

February 12, 2016 by Jennifer Hartwell in Change Management

Securing the Change You Need in the Workplace

In business, change is necessary to adapt and grow to meet the ever-evolving needs of consumers and society. Many companies and business executives within them tend to resist change, especially when it’s suggested to management from outside of the “inner circle.” It seems that at times upper level employees and executives cannot see the benefits that a change can bring. However, those who work directly within the organization where change is needed are often the ones with the knowledge to suggest changes that would benefit all. All these professionals need is the skills to present their idea effectively.

Proposing a new idea can be a daunting task, and rightfully so—only 54% of change initiatives succeed. To increase your chances of being in that 54%, it can be helpful to use an organized change management system as well as following a few simple steps.

Steps to Get Your Managers to say “Yes”

There are tons of tactics to persuade upper management to agree to the necessary changes that are needed, but not all of them are effective, nor guaranteed. There is a reason that this particular change hasn’t been implemented yet. Either management isn’t aware of the situation, they don’t feel the change is necessary, or there isn’t proper funding for the change. In order to get results, the appropriate tactics need to be used for each specific case that this change initiative falls under.

Management is Unaware

As a crucial member of the company and one who spends day-in and day-out working on specific tasks, these employees are the first to be aware of when a change is needed. This often results in having to present these completely new, yet potentially effective and efficient ideas to management. As a new idea, it needs to be prepared with as much information about the change initiative as possible. Every aspect of this change will be scrutinized and the more information and direction provided, the easier the decision to say yes for them. Be clear that this can not only positively affect the work on an everyday basis, but will greatly benefit the business in the long run.

Management Doesn’t See the Need

While this is not the ideal situation, it is not impossible to turn the change initiative around and get it into effect. Presenting a change that management doesn’t feel is necessary puts employees in the position to convince them otherwise. Most likely, they’ve already gone over the pros and cons of the change, so now it’s those who are at the disadvantage who must create a positive argument in defense of all the benefits that will come from this. Using fellow employees as leverage by having them agree to convince management that this change is necessary, it will be beneficial. Using real statistical information is key. The more the numbers speak, the more it will help.

No Funding For Change

As another non-ideal situation, there is only so much that can be done in this case. Presenting ideas to decrease costs in other areas to afford the change shows a passion for the change that may make management find the funding for the initiative. Drive and determination are key when it comes to change, and can make all the difference. If there is simply no way to get change implemented now, present it as an initiative for the next quarter.

The infographic below walks through the step-by-step process of how to prepare and present change management ideas to senior executives, upper management, and even CEO’s. Take the plunge and get the change your company deserves and needs.

How to Get Management Buy-In

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About Jennifer Hartwell

Jennifer Hartwell is the Product Marketing Manager at Revitas focusing on Revitas Channel Management and Contract Lifecycle Management solutions for the commercial markets. She has earned her MBA from PACE University, and her BA in Marketing and AS in Fashion Buying from the Fashion Institute of Technology.

View all posts by Jennifer Hartwell →

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About the Editor and Primary Author

Jon Warner

Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies. Read more

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