Focus Magazine - Fall 2012 - 33

LEADERSHIP/MANAGEMENTDEVELOPMENT

Balanced Change:
I By Steve L. Vergamini here are a few events throughout a manager’s tenure that tests the limits of both their managerial skills and leadership abilities. From small teams to large groups, organizational change presents one of the hardest managerial challenges. A balanced approach focused on leveraging key areas of both management and leadership can help a manager take their team through adversity, and in many cases, even produce a synergistic e ect on their teams. is article will explore six key areas of both managing and leading through balanced change.

An M.G.R. / L.D.R. Approach

Management Focus
When evaluating strategy to mitigate change, too o en we focus on leading through change rather than the importance of managing rst. Critical, careful and thorough process management shapes the leadership direction that will de ne team success or failure. Map the Journey: Look closely at where your organization has come from, where you currently are, and where you want/ need to be a er the change. Understanding the historical context and magnitude of change will let you plan how far your team needs to evolve. Determine if the change is internal, external, or both, and gain a good understanding of the required timelines. Analyze Guidance: Once you have a good understanding of how the change will impact your team, analyze

any published guidance and start to establish your own. ink carefully through the explicit requirements you are tasked with, and identify any implicit requirements that are not clearly de ned through any direction that is passed from higher. ese hidden requirements are o en missed in stressful situations; and can de ne a team’s success or failure through change. Ask for additional information if needed. Identify Resistance: Look at the existing cultural, organizational and historical barriers to change on your team and organization. Identify what resources you have available, and develop a proactive approach to mitigate these barriers. Recognize that change is di cult, and understand how that translates over to your team members.

M.G.R.

L.D.R.
clearly communicate when it’s time to move forward together. Delegate: e best way to motivate your team through lasting change is to empower them; let them become the agent to create the change required. Carefully select requirements against your team member’s capabilities, and set clear goal de nitions and timelines. Rally the Team: Lastly, remember when you were an individual contributor going through organizational change. Be the leader and manager you needed during those times. Set a team goal that is bigger than the individuals on your team, yourself included, and stay positive on the outcome. In addressing organizational change, carefully balance both managerial and leadership aspects. Leverage your strengths to take careful, calculated preparation to organizational change. With your plan in place, lead your team to become the agents of change to advance your team and organization to the new normal. I
For more information, scan/capture the QR code with your smartphone.

Leadership Focus
With the analysis complete and planning established, begin communicating your strategy and leading your team through the change process. Look Forward: Communicate the context of the organizational change, but rally your team towards the desired end-state. Focus on where you’re going as an organization and don’t dwell for too long on where you’ve been. Allow time for grieving and venting, but

Steve L. Vergamini has more than 15 years of management and leadership development experience and training. He is currently with BioOncology Commercial Training & Development at Genentech. Email Steve at vergamini.stephen@gene.com.

FOCUS | FALL 2012 | www.spbt.org

http://www.spbt.org

Focus Magazine - Fall 2012

Table of Contents for the Digital Edition of Focus Magazine - Fall 2012