Haris Ahmed of Chicago Talks About Organizations Adopting the Culture of Change
The ever-changing landscape of business environments; from markets to industry trends, technology, communications, purchasing methods, and audience demographics, all point towards one important factor in organizational leadership: adopting the culture of change. Whenever Haris Ahmed, founder and CEO of Chicago management consulting firm, Pragmatium Consulting, Inc., is approached by leaders of organizations, one of the most common issues he comes across is their inability to effect the culture of change in their organization.
And this, in large part, is due to the employees’ resistance to change. It doesn’t necessarily mean that they do not see the change as something positive for the company or that this change will not be good for them individually; but rather, they resist change because they are hesitant about leaving their comfort zone. It’s not also about complacency because they want to move forward and grow. It’s more about not being sure if they will be able to adapt. They’d rather not cross the stream if they don’t know what’s on the other side.
As the leader of an organization, how do you imbue the culture of change in your members?
Your approach is a crucial factor here. How do you make members of your team feel on your day-to-day interactions with them? If they feel that they are being ordered around with nary a second thought about giving them the opportunity to be heard, then your team members most likely resent you for it. And if they already resent you, anything else that comes out of your mouth will be construed as another command to be followed, or else. They may feel that if they don’t show progress after adapting to the changes that you have implemented, they will be replaced by someone with more promise.
On the other hand, if you lead by example, where you yourself are taking the necessary steps to improve on your performance or further hone your skills, they will most likely welcome the changes that you want to make. And if you include them in the decision-making process, they will feel that their inputs and contributions are valued and appreciated.
There are times when you need to hold the reins and stay at the forefront, and times when holding the reins mean walking side-by-side with your team; knowing when to use one over the other shows good leadership.
In a nutshell, instilling the culture of change in your team members works better when you make them feel included and personally involved in the outcome. If you make them feel that you are invested and committed to their growth and development, they will be more open about welcoming change as part of your organization’s culture. Why? Because they know you’ve got their backs.
In situations like these, management consultants like Haris Ahmed of Chicago-based Pragmatium Consulting Inc. are brought in by the company to help the organization and its members ease into adopting a new way of thinking, moving, and operating. Transitions and transformations in organizations are time-consuming and require in-depth analysis, and a consultant is the best person to handle all the nitty-gritty details to prevent disruptions to day-to-day operations.