Helping people overcome emotions that create stumbling blocks is a top priority.
On occasion, I find myself working to solve what should be a straightforward client problem when the implementation suddenly goes off track. This recently happened with a client project, and the additional changes made to get us back on track significantly contributed to the company’s overall success. Here’s what happened.
The client was a privately owned manufacturer that had been in business for over 35 years. However, their business growth stagnated over the past several years. Everyone in upper and middle management had an opinion about why they could not meet their revenue, production, and profit goals. Still, no one had a solution everyone could agree on.
Senior Leadership Consensus Meets Change Resistance
After in-depth conversations, we achieved agreement among senior leadership on the root cause and, at a high level, also had consensus on a permanent solution for the problem. Yet, once we began identifying and structuring the necessary steps to execute the solution, matters went awry among the department managers who would need to change responsibilities and processes to implement the solution.
We quickly realized that the fear of change was causing emotions to outweigh logic. It also became clear that the change management and communication plans were insufficient.
Siloed side conversations were generating misperceptions and misunderstandings. We determined we were not putting all the right people in the room for planning conversations, and too many people had stopped actively listening to others’ concerns with empathy.
Getting Back on Track
To get back on track, we identified the team members who let their emotions control the narrative and sat with each individual to listen to their concerns so we could clarify and address them. Then, we asked if they were ready to move forward with the team. Thankfully, the conversations to allay fears and engage the right people took less than a day.
During a meeting with the entire management team, we solicited ideas on how to avoid misunderstandings. We identified and agreed to practice new ways to actively listen and be empathetic, transparent, open-minded, and inclusive in communications. The positive communication plan revisions were then integrated into the overall change management plan (which also received a full review and enhancement). We ensured the department managers were at the center of defining and implementing these changes to enhance their buy-in. Through these efforts, we accelerated progress in implementing solutions to permanently resolve the problems preventing the company from growing.
Listening to Understand the Human Element
This experience reminded me that achieving excellent outcomes for clients is not just about numbers and strategies. The FIRST priority is understanding and addressing the human element of managing a business. By demonstrating empathy, building trust, and fostering open communication, we guide clients through these emotional journeys and help them make personally and professionally fulfilling decisions that accelerate value creation.
About Frank Harris
Frank Harris’s professional background includes a wealth of experience in business management, operational excellence, and leadership. He has a versatile skill set that spans multiple industries and operational areas. Frank’s approach centers on helping clients create increased value from their people and operations. Read more about Frank Harris.
Connect with Frank: (770) 718-8290 | /in/frankharris | Schedule a Call
