NMP - October 2016 - 71

desired result requires anticipating, acknowledging and addressing the reactions of those being charged with accepting, adopting and sustaining change. The Towers Watson 2012 Global Workforce Study exposed a significant gap here, finding that about nine out of 10, or 87 percent, of organizations train on how to manage change, but only one in four managers say the training is effective. Too many companies implementing change initiatives continued on page 72 71 n National Mortgage Professional Magazine n OCTOBER 2016 l Anxiety from disruption of comfortable, mastered routines. l Embarrassment in needing to ask questions about new processes or technology. l Discomfort with one's ability to do the job in current and/or new conditions. l Confusion amid mixed signals from superiors about change and the future. Communicating to achieve a NationalMortgageProfessional.com originators to produce and remain driven in a climate where common business practices of the past have become financially-crippling compliance violations, while simultaneously avoiding logjams that overwhelm support staff. Consolidating marketing along with in-process data and managing disclosure checkpoints enable companies to satisfy regulators along with their own operational and financial needs and goals. Streamlining marketing and inprocess activity into a centrally-monitored system will eliminate mistakes and free originators to produce and assist internal staff in adhering to disclosure and timeline rules. Watchdog agencies are hungry for headlines that inflame the public and fines that fill their coffers-and they're all too eager to audit your company to get them. While technology is a solution, it's also a change and generally not a small one. There is an abundance of information, analysis and opinions on why change initiatives fail, and two major reasons repeatedly appear: Communication by and resistance within the organization. Leadership is essential to make a successful, sustainable change in an organization, and it must begin, be monitored and be consistent from the top. Communication plans must be made almost simultaneously with decisions to make and implement change. Understand what management and your organization as a whole will be facing as you craft your message and communication plan: Resistance to change must be understood in order for it to be overcome. Just as coughing and sneezing are symptoms of an underlying illness, questioning, resisting and avoiding change are indicators of underlying concerns such as: http://www.NationalMortgageProfessional.com http://nawrb.com

Table of Contents for the Digital Edition of NMP - October 2016

Table of Contents
NMP - October 2016 - Cover1
NMP - October 2016 - Cover2
NMP - October 2016 - 1
NMP - October 2016 - Table of Contents
NMP - October 2016 - 3
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NMP - October 2016 - Cover3
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