#027 Learn to navigate organizational changes

For me, personal and professional life is constant, interconnected learning. I have always been of the opinion that we do not possess “absolute” knowledge. Even if we are called an expert in a specific field. On the other hand, I believe that we rather have a perception of a “relative” reality . This is colored by our values, our posture, our experiences, our knowledge.

We learn from everything around us. We just have to listen, accept feedback from others, even when it can sometimes surprise us.

I learned that what was appropriate for a situation, even identical or comparable, may no longer be appropriate later. We must understand that our environment is swirling. This environment is complex, volatile, uncertain and ambiguous. In my opinion, we need to demonstrate a lot of agility, flexibility and adaptability to navigate this environment. Organizational change is no longer the exception, but the norm… change is incessant, rapid… I would even dare to replace the term “change” with “transformation” . For what ? Organizational change appears to me to be an action determined over time, which has an end. Whereas, in my opinion, transformation invites one to mobilize, to observe, to understand , to constantly reinvent oneself in the way of acting. To make decisions and interact on opportunities and challenges that arise.

Facing the challenges and issues of the 21st century

To face the new challenges and issues of the 21st century, certain managers then agreed to renew their leadership to better work collegially with each of the company's stakeholders. This therefore allows us to work towards the same common goal and to create value for our company. This organizational change becomes a leitmotif for the entire company.

To do this, we must accept that the members of our teams are no longer simple implementers of our vision. We must agree to share, receive, learn from these people who have knowledge, skills and experiences complementary to ours, from our organization or those elsewhere.

It is very likely that these members will want to get involved since they will feel involved and mobilized in achieving the business vision. Behind the daily activities in an organization, the strategic objectives, the results, the turnover, let us remember that there are people.

Who is responsible?

As leaders, we have a responsibility to share, in a constructive manner, the goals, issues and challenges, to formulate these clearly and to ensure that they are understood by everyone. It is equally important to define specific objectives for each person and to make known their level of responsibilities and accountability. Dialogue periodically about the progress of their goals and reminding them of the intended goal is an excellent goal reminder tool.

It is also necessary:

• Provide resources and conditions to support these people.
• Recognize their contributions to the development of the organization.
• Update learning with a view to learning from it, or to recreate what worked well.
• Modify what was less or simply drop what was not suitable.

I end this blog with a quote from my daughter that she read somewhere: Happiness is not a destination, but a way of traveling ( Margaret Lee Runbeck). This sentence constantly reminds me of the many efforts made by everyone to transform society and contribute to socio-economic development. The goal achieved is the success of our project, but the way of achieving it is just as important, because it leaves tangible traces of our passage.

Roxanne Constantineau, M.Sc., owner of the Ripon Christmas store.

Retired from the post-secondary field, Former executive, professional and management teacher, Owner of LA BOUTIQUE DE NOËL * vintage * rustic * nostalgic Bachelor's degree in business administration, Master's degree in industrial relations and human resources, Certificate in corporate governance.