Optimum Sales – Intuition or efficiency in change processes?
When we have to address a change process in our organization, one of the most important challenges is, how long will it take for people to try to embrace it? and how long will it take for them to incorporate the new activities into their daily routine? Once the decision has been made to initiate a change process, every day that passes is a loss of competitiveness.
Claes Janssen established the model through which people go during a process of change.
This model defines 4 phases:
- Denial
- Confusion or Chaos
- Renovation
- Satisfaction.
The managerial challenge in change processes is to build teams that are capable of pulling the rest of the organization along in such a way that they spend the least amount of time possible in the phases of denial and confusion and advance as quickly as possible to the phase of renewal and satisfaction. (phases where the change process is completed)
The way to increase the efficiency of change processes is to create teams with different professional and personality profiles that drive the organization towards the new corporate context.
These change-driving teams can be built in two ways: by intuition or, in other words, by the subjective opinion we have of people, or under an objective perspective where we can obtain clear criteria for building high-performance teams in transformation processes.
#peopleanalitics is a tool that allows us to objectively measure people’s capacity for transformation, a situation that enables us to create efficient change-driving teams and action plans oriented towards change, aimed at elevating the level and transformative attitude of individuals.
What does #peopleanalitics measure?
- The degree to which a person is self-aware enough to be able to face their concerns and daily tasks.
- The degree to which a person seeks stability in their environment by avoiding changes and uncertainty.
- The degree to which a person is able to manage their fears.
- The degree to which a person is able to accept that they are different and leverage that difference to improve their performance.
- The degree to which a person has the ability to accept and generate transformations in their daily life.
- The degree to which the person knows how to communicate their concerns, worries, or motivations.
- The degree to which a person is able to manage and align the pace and duration of their activities with those of the group in the change process.
- The degree to which a person has a balance between obligations and activities they enjoy, both professional and personal.
- The degree to which a person is capable of making decisions in complicated and high-pressure moments.
- The degree to which the person has accepted failure in their professional and personal life.
With the assessment of these 10 elements, we can establish our team’s starting point regarding the change process we need to address and with whom we can build high-performance transformational teams.
