2B — August 30 - September 12, 2013 — Owners, Developers & Managers — Mid Atlantic Real Estate Journal
www.marejournal.com O WNERS , D EVELOPERS & M ANAGERS By Glenn Ebersole, P.E., Hollenbach Construction 12 Strategic leadership actions to fire up employees during change M any people and the c omp a n i e s t h e y work for fear and re- ness. This should be done verbally and in writing. And it should also be done in public and in private, as appropri- ate.
learned many lessons frommy experiences through change. After reviewing those lessons learned from the professional experience, here are ten (10) strategic leadership actions recommended to fire up your employees during change. STRATEGIC LEADERSHIP ACTIONS: #1: Be a strategic thinker and use the power of strategic thinking to identify the needs of your employees during change. #2: Develop a Strategic Ac- tion Plan for the changes and share it with your employees. #3: Engage the power and advice of a business coach, mentor or other outside trust- ed advisor. #4: Display passion in your commitment to the change. You must “walk the talk” and exhibit the passion every day. #5: Facilitate and celebrate achievements. Leaders need to be engaged in facilitating the change and also be consis- tent promoters of celebrating the success of achievement throughout the change pro- cess. #6: Honor and acknowledge everyone’s value to your busi-
sist change. Some literal- ly detest any change. It is very impor- tant to real- ize that with the applica- tion of some solid strate-
#7: Empower each employee to do his or her work and provide everyone with some leadership responsibility over a segment of the change. #8: Promote the inclusion, rather than exclusion, of em- ployees so they gain a sense of really belonging to the team and to the company. #9: Always focus on achiev- ing measurable goals that will provide proof of accom- plishments and will build momentum to reaching the next goal. #10: Create an environment that fosters a spirit of “we” rather than “me.” #11: Create performance based compensation systems so employees can “get a piece of the action” and gain a sense of ownership. #12: Develop a zero toler- ance for an attitude of no commitment or even a weak commitment to agreed to ex- pectations. And here is a quote I found continued on page 4B
Glenn Ebersole
gic thinking, change can be a catalyst to energize and fire up your employees. One needs to recognize that change has the ability to open doors, hearts and minds that otherwise may remain closed and/or locked forever. After reading the first para- graph I imagine some of the readers thinking, “Easier said than done.” So, what is the key to leveraging the dynamic of change into a charged up workforce? One of the most important keys is to find out people’s points of need during change and that build a burn- ing desire of commitment from them because you are meeting those needs. I have been a change agent during my career and have
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