Andrey V. Kalashnikov Challenges expert

«Complex skills are developed by complex occupations…»

Chiefs/Heads of different levels, concerned with the struggle for spheres of influence and with shadow interests, are resisting, as they know that "optimization" and "changes" could mean the loss of their jobs. They understand that with changes going on, there will be no need in their services in a year or two. The fear of today's change is stronger than the fear of delayed total failure. The sponsors of changing processes are tired, having met difficulties and resistance, while new converts lose their enthusiasm and return to old methods.

Sounds familiar?

There are no two people, existing in absolutely the same circumstances, at the same time, in the same place and having similar problems. The social position, genetic heritage, family bonds, mental or physical abilities, the purposes and missions, resources and assets will differ. Unequal living conditions have a great influence on human relations. No two persons can equally relive the same events. This can be related to any group of people or to the company.

"…the change from what, to what?"

If you start the new business, you need to find people who fit your psycho, experience, beliefs, values and control systems, your qualification, your thoughtforms, your business attitude, i.e. all models that are in your head. On the other hand, if you repair or upgrade already existing object, the task is in transforming the culture, the staff and all systems from the old to the new direction. Before trying to initiate the transformation, i.e. the changes, you have to estimate firstly the company and employees ability to change in the planned direction.

People think of things in their life differently. Various parts of the organization have their uniqueness too. Beware of making the same mistake which 99,9% of people do – applying the change methods which work for yourself to your clients. Pass through a mirror. Think the same way as your client or the opponent thinks. It is the first marketing law or, as you wish, the law of communication, necessary to be used in all spheres of life, if, of course, your purpose is not to be the outsider.

The word "change" means too many different things for different people and it doesn’t have one particular value for everyone.

Each considers that others understand what he means using this word «change».

Based on such wrong assumptions the leaders can apply, unknowingly, the absolutely correct "the decision to make the change", to the wrong "problem that demands the change".

Adjust communications by means of identical understanding of the meaning and the semantic contents of certain concepts.

It is especially of current interest in our reality, where concepts in English get accustomed in fellow citizens lexicon, having wonderfully changed the initial meaning, put by their founder (for example "workout", "startup", "creative" and xerox, of course).

Some companies are as difficult to turn as a supertanker, while others are as flexible as a boat. You have to know exactly what you manage before deciding which option of change will suit best. When you try to give your vision, you need to speak the opponent’s language (address to his requirements, beliefs and views), but not on your own. Most of Chiefs/Heads formulate the vision, mission and the purposes of the company in a way that is clear only for them. If you seriously treat the forthcoming work on introduction of changes, be ready to overstep the bounds of manipulations, authorities, authoritative methods, dogmas and even any processes on achievement of a compromise or consensus.

You have to define where you are - before laying a course towards where you want to get.

System and people

Evaluate before trying to make the change. At the beginning it is necessary to study the properties of corporate culture, the system and method of the management and control technique, the professional level and beliefs of employees and their reaction related to the answers for these questions.

Then it is necessary to assess resources and ability of people and of the company itself to accept the changes.

And to evaluate your own strength and supportive forces for the period of changes implementation and saving.

Important - don't forget to evaluate the real requirement and need for changes, because you are the only responsible for everything after all!

Performer is always the first in "the hit list", and often the only one.

The most effective approach to make the strategic decisions for management, training or help is very simple: read feedback. If you listen, you’ll hear: what people constantly talk about, why they act this way, why they believe this way, and how you can be the most effective in your relation and methods towards them.

They will tell you whether they are ready for the changes.

- "Why do you think so?"

The first answers to this question will be the repetition of this statement or superficial reasons to protect themselves.

If you agree, you simply become the nice ally/associate. If you disagree, you will argue all day round because you still don't know the real reasons of the point of view of this person. Experts look through mix of the contents and address directly to the source - to beliefs and purposes. Be persistent.

"While you have new ideas, which are ready for the people, at the same time it is necessary to work in the different direction: to prepare the people for these ideas".

The correctly chosen person will enjoy what he is doing because his work/business corresponds to who he is himself.

The other approach is actually to choose the work for the specific person. The work that corresponds to what the person does best. Let’s say, you’ve found very competent person. Instead of asking him to match the work, find the tasks matching him (if it is possible within the organization).

The training programs and initiatives in the field of development have to be chosen especially to correspond the ways by which people are trained naturally. Different people learn in different way.

Why waste money and time?

(Now you know what most of the companies do).

Direct your energy on careful alignment of people with their work - functions, processes and management styles. Get to the ñore of each subject, which is involved in process of changes - the prime cause, the views and beliefs. Trying to understand the changes in someone or in the company, always ask: "How the person acts regarding to this or that question?"

During the work with values, purposes, views and beliefs you have to know when "to continue", when "to skip" and when "to leave". It is important for mastering art of the changes introduction and for saving time and efforts – to avoid wasting time in the hopeless disputes and projects that are initially doomed. Why to waste money, time, energy and emotions?

Place the necessary person to execute the necessary work with the necessary tools and support. «Necessary» means suitable, synchronized, corresponding, in harmony «with» and intended «for». In other words, doing what comes out naturally. The employee will start enjoying the performed work, will feel more confident, his activity will become more productive, and this will cause wide-scale positive consequences:

 • the overall performance of the company and quality of the provided services increases;

 • employees have more time and energy for creative approach and innovations – for the new ideas on business development and its promotion in the perspective directions;

 • people less worry;

 • work brings more pleasure and less stress;

 • health and welfare of employees improve;

 • the overall positive is spread around – to colleagues and clients; that is very important!!!;

"What is correct" is always more important, than "who is right".

You can't change people, but people can change, and you can either support the process, or release them. You will not avoid dismissals. Those who aren't ready for the changes shouldn't deprive the others of this opportunity and, especially, the company. Unsuitable people or unsuitable work - don't spend time and money for nothing, trying to change the people, who perform the work, not suitable for them from the very beginning. Chose the suitable work for them or give them the compelled opportunity to find their own place.

The Professional-for- changes - who is he?

He has a bag full of decision-making methods. Professional-for- changes carefully chooses from them what is best suitable for the problem solution in each case, in specific conditions, using a compromise in some cases, the contractual agreement where appropriate, the authoritarian power, when necessary and other formats of solutions for complex problems, requested by existing beliefs, attitudes and dogma.

They are resourceful and fearless, creative, tough, but playful people who are often invisible as they quickly come and get out of the situations. Sometimes they are prophets. Sometimes they are these low, quiet voices which are whispering words of encouragement and accurately pointing the alternative ways and decisions. With all this they are excellent psychologists (that follows from all above).

They possess three main skills for the good governance/management and effective leadership:

 • Openness

The leader is sincere, clear, sharing, easy to access and having high emotional level.

• Politeness

Shows genuine interest in other people, shows original warmth to other people, satisfies the others’ needs.

• Autocracy

• Personal assumption of liabilities and responsibility, readiness for risky actions and tough decisions. Decisions are brought into life in autocratic way.

And, finally, the main idea:

Necessary skills are developed from corresponding occupations. Therefore employ professionals-for-changes – people, who are not only experienced enough in business which demands changes, but also have skills in management and introduction of changes.