The key factors of a successful change management process
At Tombo Tribe Consulting we help to build open, efficient, authentic and beautiful teams in times of permanent technological change.
And what’s happening in the face of COVID-19 it’s a beautiful gift to see how we can create new opportunities and shape the upcoming Post COVID-19 (PC). We empower you to rise diverse talents and transform inclusive organisational cultures. We inspire organisations to be more humanistic than ever and to dare to have courageous conversations in the exponential age.
Today I would love to share some takeaways and important key factors that happen during a change management project. During a transition process, our purpose is to create a step-by-step structure to cultivate a cultural change in the long term. We’re conscious about employees’ decisions and their actions every day can affect the productivity of your workforce and the success of your organisation. We also know there are always people open to change, they are engaged and others are negative or active disengaged.
The purpose of our system coaches through facilitation is to tackle the root causes and to navigate them through alternative paths. It’s a very delicate and inspiring journey where we hold the space of the system and the people within it. Here we can observe the way your organisation treats employees and the way employees treat one another. And we also can notice if the impact of their actions has a positive effect or can place your organization at risk.
I strongly invite HR and leaders to be mindful of how you unfold the gift of receiving feedback from your employees. What we see and what we read during the feedback loop is very interesting fieldwork.
It’s normal and even good to hear the resistance through the voices of the people. If the disengaged employees embrace the qualities that disturb them in others, they will no longer be upset by them.
All those elements help the Tombo Team and the HR client to zoom in what are the next steps to tackle the old behaviours that don’t serve the growth anymore. Here it’s important that the leaders need to be strong to perceive those toxic behaviours and stay out of it for the sake of the cultural change.
If not, it can prevent the change to happen within the organisation.
I love the great nuance philosopher and psychologist Ken Wilber makes around this topic. He says if a person or thing in the environment informs us if we receive what is happening as information or a point of interest, we probably aren’t projecting. If it affects us, if we’re pointing our fingers in judgment, if we’re plugged in, chances are we are victims of our own projections.
If you don’t deal with what we call your shadow, it will negatively affect the relationships in the organisation. And you cannot grasp the gift in the present that comes to you because of a high defensive wall of judgement that makes leaders blind to see who others are.
It takes courage, compassion and I recommend corporate clients to deal with it otherwise it will keep showing up in the organisation, either in your behaviour or the behaviour of another employee/team within the system.
Are you ready to explore how we can work together, get in touch today!
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