March 2005 FAQ:

Question: How important is it to get a strong "yes" on a proposed change initiative?

Answer:

One manager I know has a good track record on managing organizational change because he knows how to say "yes." The key to his success is follow-through; once he makes a decision to change, he follows up with words and deeds.

When faced with the prospect of leading a change, he carefully considers whether or not the organization should go through with it. At times he has concluded, "No, we just can't handle that change at this time." And, he has refused to call for change.

When he does say "yes" to a change, he does everything he can to ensure that the change happens. After the decision, he will revise a budget, authorize an expenditure, modify a policy or procedure, or re-target a bonus. His deeds reiterate his verbal "yes" to change.

Employees at his company understand that few words will be wasted on sermons about the need for widespread change. When a change needs to occur, this leader will be at the forefront, making the changes in his actions first.

By: Dutch Holland, Ph.D.

Dutch Holland, CEO of HDI, has worked as a management consultant for 30 years, helping organizations and leaders manage and implement change successfully. And if you enjoyed this short article, you'll love his new book, Red Zone Management: Changing the Rules for Pivotal Times (Dearborn Trade, Chicago, Fall 2001, released with new cover by WinHope Press (Houston) October 2004). Check your local bookstores or read a review at amazon.com or barnesandnoble.com! Contact Dutch at 713.877.8130.

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