This series of posts on dealing with change wouldn’t be complete without touching on management practices. Amidst all the planning and developing (see Part I and Part II), effective management practices work like glue to keep everything together.

No aspect of a business escapes the need for management, but when it comes to change, I think personnel management may be the most important.

It Starts with Hiring Practices

In my opinion, building (or maintaining) a flexible organization starts with managing the hiring process. Bringing people onboard who are adaptable from the start is a great way to set the stage for success. (Hiring people who are stuck in their ways does not.)

As the saying goes, “Hire for attitude, train for skill.” The truth of this cannot be emphasized enough. (See my article on this topic, and also one that appeared in Fast Company.)

Example: One small company with 12 employees needed to hire a senior engineer. Through their screening process they identified an individual who matched the advertised requirements to the letter – and then some. On paper he looked like the perfect fit. But when they interviewed the man face-to-face they realized his personality would clash with every other employee on staff, and all sense of teamwork would disappear.

Wisely, they passed him over and hired someone who wasn’t quite as qualified, but whose attitude was more in line with company culture.

Pay Attention to Employee Needs

Research shows that employees perform well when they see that their needs are being reasonably addressed. It doesn’t take much more than a genuine, listening ear.

Example: The owner of another small company makes it a point to have lunch with each employee at least once a quarter. He talks with them about his vision for where he wants to take the company, but he spends more time listening to their ideas and any concerns they have.

The resulting sense of “team” is so powerful, they’ve adapted to every change with nary a flinch, and they’ve not had any voluntary turnover in years.

By the way, if you’re wondering why I place such a high importance on managing people, it’s because adapting to change is a function of personnel, not equipment or budgets.

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Filed in Work, Business, Management, Leadership, Workplace, Corporate Culture