One thing I always struggle with as a manager relates to Change. As an individual contributor, I am completely comfortable with changing my plans on the fly--abandoning the old for the new as the opportunity arises. I think this openness to change allows me to adapt quickly, which can be a benefit.
As a manager, however, sometimes this can create tension with my team. Just as entrepreneurs in society benefit from stable, predictable laws that they can plan around, individuals in the organization benefit from predictable environments that they can analyze, find opportunities in, and then invest resources to take advantage of those opportunities.
For example, let's say as a manager--after getting input from your team and others--you decided to implement a strategy focused on selling Product X to stay-at-home moms. A month goes by, and a new report indicates that stay-at-home dads might be a better market to go after. You know your team has invested a lot of time in the stay-at-home-moms strategy, but the new information suggests that you could get 5-7% better returns with the change in market.
What do you do?
If you opt to change, what strategies would help this process (either in implementing the change, or in preparing your team to be open to such a change)? If you decided to stay the course, why?
ONE reason you would stay the course is by not understanding sunk cost...
Posted by: David McGinnis | 22 July 2010 at 12:16 PM
I think there's something to be said about the vision development process as well. Changing within the scope of a larger vision is one thing, but it's another to totally turn the ship around.
Posted by: Ann Zerkle | 22 July 2010 at 04:37 PM
I like the ship metaphor, Ann, and the comment about Vision. I think that implies that the team has to have a strong understanding of and belief in the vision of the team BEFORE the change, which reminds me that I haven't done much lately with my team (myself included) to make sure we're all connected with and focused on the big picture.
Posted by: Andy Gillette | 23 July 2010 at 01:26 PM
I think if you effectively communicate the reasoning behind the change, the team is more likely to embrace it. Mandating a change without fully sharing the knowledge gained (and used to make the decision) is what employees have a hard time accepting. If the team is aligned in regards to the higher vision then they will accept the change. The employees will experience the same level of humility you felt as the manager when realizing the first direction was not the most value-added.
Posted by: Tammy Carroll | 27 July 2010 at 04:08 PM