| Being a strong change catalyst is critical to being an | | | | 3. Ask questions. Times of change are not times to |
| effective mentor. In order to "inspire others to | | | | be silent. It is not advised that you stuff your |
| continually strive for higher levels of performance | | | | feelings, simply channel them in productive directions. |
| through creative and strategic methods that are | | | | Ask questions and seek to understand everything |
| always focused to achieving your goals" you must | | | | you need to know. Do not be afraid to ask the same |
| move through the personal emotions that change | | | | questions over and over. Management is there to |
| creates so that you can effectively lead others. Here | | | | support the changes and help guide your journey to |
| are some critical suggestions for assisting you in | | | | success. |
| developing strong change management skills in order | | | | 4. Note your feelings and actions. Change is definitely |
| to assist the organization through transition periods. | | | | a process. Many times change invokes initial fears of |
| 1. Communicate upwards, not downwards or | | | | inadequacy or uncertainly. Then you may feel |
| sideways. During any type of change, it is natural to | | | | confusion and may feel as though everything was |
| gain insight from your peers or to speak with people | | | | going along just fine before and now you feel a |
| who report to you. When a change is first | | | | sense of disorder or chaos. Then you may |
| announced, most people react emotionally not | | | | experience times of disappointment or anger because |
| logically. So if you are communicating to others based | | | | this was not your vision or your idea of how things |
| on emotion, you may be releasing some feelings that | | | | should be. Then there are times of hesitancy as you |
| are not conducive to moving forward with new | | | | try the new methods but still feel comfortable with |
| processes. Focus your communication with those | | | | the old ways. And finally there is acceptance. This is |
| above you for the purpose of understanding more of | | | | now the time for the "new norm". Things start to |
| the reasons, results and ramifications of the change. | | | | settle down and everyone falls into alignment with |
| Once you have information and feel comfortable with | | | | the new plan. Understand the stages of your feelings |
| the direction, your communication downwards and | | | | and ensure that you are moving in a positive direction |
| sideways will be more logical in nature, rather than | | | | through the continuum. |
| emotional. At this time your communication will assist | | | | 5. Gather followers. Surround yourself with positive |
| the organization in consistently getting out the right | | | | influences and those who are successfully finding their |
| message and helping others through their adaptation | | | | way through the maze of changes. Look to them for |
| process. If negative or emotions escape, they are | | | | answers and direction. Latch on to these change |
| difficult to overcome later and may be detrimental to | | | | catalysts and follow their lead. They know the way. |
| the success of the organization. | | | | 6. Embrace the opportunity! Change is always a little |
| 2. Hear others concerns without feeding into them. | | | | scary because it is a place of unknown entities. Take |
| You will be hearing many things during a time of | | | | time to explore the new picture and find where you |
| change. Some information will be true, some will be | | | | feel comfortable in the grand scheme of things. |
| assumptions, some will be misunderstandings and | | | | Everyone must find their place in the new state of |
| some will be created. Focus on what is being said and | | | | the organization. Look for opportunities of growth. |
| understanding the feelings. By asking more questions | | | | Take this time to learn about yourself and explore |
| than making statements, you will be acknowledging | | | | your strengths. Seize this opportunity and look for |
| the feelings of others without contributing to any | | | | ways to capitalize on the transformations. These |
| true or false impressions. By asking strategic | | | | changes may open up doors for you that you never |
| questions, you will also be helping others to assess | | | | knew existed. Seize this moment to drive your |
| their feelings and gain new insights. | | | | destiny! |