Haris Ahmed, Chicago Change Expert, Asks: Is it Time for a Change?

In organizational leadership, one of the most pressing issues that one can ever encounter is change; more specifically, deciding on whether certain changes should be adopted or ignored. For Haris Ahmed, Chicago change expert, adapting to change is needed if you want to stay in the game. Whether in business or your personal life, certain changes need to be made at some point to make progress, or to keep moving forward. And if you fail to adapt to change, you might get stuck in a rut or left by the wayside as the rest of the world moves forward. This isn’t an exaggeration, Haris Ahmed of Chicago says. Your failure to change is a failure for your organization. This is the harsh reality of owning a business, and the sooner you embrace this reality, the sooner you can move your company towards the right direction.

For every client that Haris Ahmed of Chicago has worked with in his capacity as a change expert, there are three common challenges that organizational leaders face when it comes to change. They recognize the changes they have to make, they have to develop a strategy for the seamless integration of the changes into their operations, and then they have to encourage the organization to welcome the change.

Of these, the most resistant factor is usually the people in the organization itself—the employees. One must understand that regardless of how effective and carefully planned your change strategy is, if your own employees are resisting it, your change strategy will never get the chance to take flight. Remember that your employees are your biggest and greatest assets, says Haris Ahmed of Chicago; and without their cooperation, any change that you introduce into your operations or services may not give you the expected results.

Communication is key

Most of the time, it’s not that your employees are resisting the change itself but actually how you communicated this change that had a much bigger impact on how they received it. If you’re encountering resistance, ask yourself how you made your employees feel about the change, advises Haris Ahmed, Chicago change expert.

Put yourself in their shoes. If you were them, would you have welcomed this change without a second thought? Don’t just look at it from your business perspective; consider it from their place as an employee and a member of your organization. Did you talk about the change in a way that made them feel devalued? Did you introduce it in such a manner that undermined their importance in the organization?

How you say it has an even bigger impact on what you’re saying; most of the time at least, says Haris Ahmed of Chicago. Further, your way of communicating change could make your employees feel a sense of urgency, or it could make them feel that the change is not important at all.

One final tip: Haris Ahmed of Chicago says that when your instincts tell you that it’s time for a change, let everyone in your team participate in the decision-making process. By making them a part of the process, they will most likely be more open to the changes you wish to implement.



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