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Unlocking the Mystery Of Successfully Managing Organizational Change

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A few years ago when shipping giant United Parcel Service (UPS) adopted the clever marketing slogan “Moving At The Speed Of Business,” it resonated well with the public because keeping up with the pace of change can be incredibly tough.

Customers change, supply lines change, companies grow, they contract and that can all happen within the first quarter!

This kind of “shotgun” change can cause confusion and stress and wreak havoc on staffing levels as staff scramble to make sure all the work is divided and assigned. Also, employees tend to be somewhat migratory, so even in good times they pursue other opportunities, which can lead to the same chaos.

So how do you manage change at the fundamental organizational level? How do you keep the machine working even when sometimes key components are missing?

Here are three tips to help successfully manage organizational change:

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About the Author

Gabriel BristolGabriel Bristol is widely recognized as one of today’s most talented call center presidents because of his track record of developing turnkey solutions, effective customer care and sales programs for small and medium-sized businesses across various industries. He combines more than 20 years of successful executive management experience with impactful leadership and igniting stagnant businesses and transforming declining operations. Gabriel’s approach is personal, insightful, forward thinking and provides strategies that result in customer service excellence.

How to be an Effective Manager

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Effectively managing people, processes, or both is in many ways a balancing act. Some would even describe it as an art form. There are many variables in play simultaneously which determine if somebody will ultimately be successful in a leadership role.

Before a manager begins to understand all of these nuances they must learn one of the major underlying principles if they are going to recognize their full potential as leaders. They must learn to walk the tightrope between being personal and professional at the same time. It is important to be personal and on good terms with your team members because this is the only way to ensure teamwork and peak performance, but you must also be professional to be respected and trusted. Be too friendly and you may be taken advantage of or not taken seriously, be too buttoned up and ‘professional’ and you risk coming across as uncaring and stubborn.

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About the Author

Gabriel Bristol, president and CEO of Intelicare Direct, is one of today’s most versatile CEOs, having led remarkable turnarounds for several large corporations as well as helping establish rapidly growing start-ups. Gabriel’s success has been well documented, with features in Forbes and other publications throughout the country. To read Gabriel’s complete biography, click here.