Building an Adaptable Team That Embraces Change Management

Building an Adaptable Team That Embraces Change Management

Enterprises across the world have agreed to one standard BCP measure: making their teams more adaptable

The sudden pandemic left enterprises rethinking their business continuity plans and strategies. CIOs say that organizations had to opt for layoffs initially but later started recruiting more resources. Not only were they looking for relevant candidates but also possible clients.

Enterprise leaders acknowledge that in the unpredictable business environment, it is vital that organizations embrace adaptability. This can be observed in prominent enterprises; where bigger the business, it becomes tougher to change or restructure the entire workflow. Many leaders are still confused about the best ways to help their organizations become highly flexible.

Setting concrete and precise goals

CIOs acknowledge that the strategy may seem contradictory, but clearly defined business goals are required for the enterprise to become flexible. Steady goals can be easily adjusted and better modification of the work process based on the present scenario.

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One singular common goal can help the teams become flexible. During unprecedented situations and uncertainty, they are aware of which direction to proceed in. The quarantine was a good time for employees to reassess their skills and hone the required ones. Enterprises encouraged searching for potential clients, along with recruits during the hiring process. Thus the existing resource pool utilized a pre-existing skill for a new requirement based on the scenario.

Allow the team members to proceed with their work

Leaders propose the elimination of micro-management. They say that once the goals have been defined, delegate the jobs, and let the employees start with the work. It is a general practice that when employees are allowed independence in the work environment, they tend to feel higher responsibility for their share and progress.

Team leaders need to oversee the work being done by the members; however, there is a big difference between micromanagement and leadership. It is very well said that a good leader does not only get the work done, a great leader takes care of the team! Shared responsibility and independence are vital for the goal when building a flexible team. If required, change in workplace hierarchy is needed for flexible units.

Employees expect effective communication from their leaders in place of control and command during unprecedented situations. Team members require validation and feedback from a trusted senior figure to work productively.

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CIOs suggest group communication if a particular individual is resistant to change. Even the most approachable manager’s direction can be pressure inducing at times. As a result, manager could consider taking a step back and letting the employees consult amongst themselves and figure out a way to circumvent a given challenging situation.

Attentively considering the team’s feedback

Leaders believe that consulting team members and collecting their opinions on different issues can prove invaluable. Many such insights from employees in the front lines, customer and partner-facing members, have helped leaders make crucial decisions.

Leaders suggest setting up Q&A sessions across the organization, which encourages employees to put forward their work-related queries and feedback with the entire organization. This helps leaders to receive critical information feedback and craft strategies that could be more productive and flexible.

Turning to technology to build team flexibility and productivity

Innovation and technology have revolutionized the conventional workplace. Better and improved tools help enterprises to achieve better and be prepared for any sudden changes. Data management tools, CRM software, and task tracking applications are adequate measures to make the team flexible.

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Leaders should look at making the teams more adaptable. E-learning platforms are an excellent way to quickly train the teams on learning new skills to adapt to the change. CIOs believe the best way to become change management-compatible is to adapt to the possibility of change and uncertainty and not shying away from it.