If you want to make enemies, try to change something

Woodrow Wilson was quoted as saying “If you want to make enemies, try to change something”. All companies have to adjust as inevitably the market changes or the company itself grows. Managing change effectively is crucial to the effects that the changes have on the company. The changes may well make good economic sense and on the face of it create a vast improvement in the company’s ambitions and productivity, but if you do not take your work force with you those changes could have disastrous consequences.
After the Berlin Wall came down in November 1989 it sparked a series of changes to the British Armed Forces as a result of the “so called Peace Dividend”. Various reports were generated from “Options for Change” to “Front-line First” and numerous others all with the aim, if I am being cynical, of saving government money and not necessarily with the aim of improving military life or our Armed Forces. Two big problems came about from these changes. Firstly, each one was never given time to take effect before the next change was being implemented leaving many in the military unsure of the affects that the first had achieved, or even if anything had been achieved. The second problem was that those at the “coal face” were left confused and deeply uncertain of their future. Squadrons were being disbanded, Regiments amalgamated and redundancies on the cards for some with the aim of effectively halving our armed services over the ten year period of the 1990s.
It is essential when you make changes, especially if they are on a large scale, that you ensure that you evaluate each small part before progressing to the next and keep your work force completely informed throughout the process. A work force which feels that they are ‘in the loop’ will be much more amenable to alterations in protocols and procedures than one which feels it is being railroaded and coerced. However, Arnold Bennett the English novelist is quoted as saying “Any change, even a change for the better, is always accompanied by drawbacks and discomforts”. Do not expect change always to be completely smooth and beware that you will not necessarily take everyone along with you.
Good diplomacy skills are essential and taking the time to get to know your team so that there is a respect and loyalty running both ways will reap dividends in the long term. Team members who feel that their opinion is valued and are confident in their working atmosphere will take on board new challenges and working practices with a positive attitude. An open and honest environment means that any difficulties can be ironed out in an uncomplicated manner, thus leading to greater productivity and both the team and the corporate goals can be achieved with ease.

“All work and no play makes Jack/Jill a very dull person”

“All work and no play makes Jack/Jill a very dull person” but in today’s busy and hectic world it is often difficult to get the work/life balance right. In any business a work force that is happy and content contributes enormously to the achieving of the strategic organisational goals and corporate objectives.

It is critical that no matter what business you are in, you must devote some of your time to your family and social life. Never forget that you would not be in the position you are, or as successful as you are without the backing of your family, friends and colleagues. At times work will take over your life and it is easy to forget or disassociate yourself with the outside world. Spend time with your family because children grow up too quickly and partners also get fed up playing second fiddle to work. It is much easier for a family to understand and accept the pressures of your work if they feel valued and know that when you are able to you spend quality time with them.

Likewise if your staff are required to spend time away from home travelling or at other locations around the country, remember that they need time to adjust to being away and also need the opportunity to be with their families as well. Be compassionate wherever possible and although work often has to come first, occasionally relax that requirement and allow the family to take centre stage. Your rewards for such considerations will be immense, if not in the monetary sense.

It comes down to the basic requirement of keeping your work force happy, loyal and gaining their respect. If your work force has a happy home life the chances are that they will perform better at work, therefore you gain in every way. When family members are away from home for a significant period, try and arrange for someone (if you do not feel able) to give their partner a call and see if there is anything that can be done to make things easier and ease the strain of separation. A simple courtesy call can make the world of difference to the way the family view you and your company.

A good manager takes the time to get to know their team, taking an interest in them as people and not just for their productivity. Achieving a satisfactory work/life balance makes for a first rate team, where everyone is at ease and output is high. The manager who leads by example, caring for team members and his or her own family alike inspires loyalty and respect which reaps abundant rewards.