Almost all industries are currently in the midst of transformation processes. As is the playing process of Bizzo Casino. For employees, this is a challenge, because for most, change means uncertainty. But it is not an easy situation for bosses either. They have to take their employees with them and communicate openly. But many managers are often overwhelmed by change processes themselves.
We have good tips that managers can use to drive any change process to the wall at top speed. So please don’t copy them! Instead: read, laugh and do it better.
The world is changing, and so are most organizations. There is hardly an industry that is not undergoing a minor or major transformation. For employees, this is a challenge, because change means uncertainty for most. And who hasn’t experienced unpleasant change processes before?
But supervisors are also under pressure. At best, their job is to shape the change, to bring employees along with them, to communicate openly. Well, it would be nice. Many are overwhelmed themselves; navigating the unknown pushes supervisors to their limits. This is transferred to the employees, and the process gets stuck. With these professional tips, you as a boss will ruin every change process.
But there’s no need to dilly-dally. Here are some tips that will help you as a boss to drive any change process to the wall at top speed.
- give a motivational speech without restraint
Stand in front of the employees at a staff meeting and announce the profound change. Paint a utopian future in bright colors, talk manically about your plans, and don’t care about the past. Clap your hands several times, tell your people that “forces are now being combined,” that you are “shifting up a gear,” that everyone is now to “go full throttle,” that you are to be “really effective and customer-friendly” in the future. If someone asks whether you haven’t been all that so far – ignore him. Now get uninhibitedly pathetic, quote John F. Kennedy at best (“This nation should commit itself to putting a man on the moon before the end of the decade …”) – even if it’s just about the new counter space for a district savings bank branch.
- no visions!
Ex-Chancellor Helmut Schmidt already knew that: “Anyone who has visions should go to the doctor.” So prevent the joint creation of an attractive image of the future at all costs! Remain as nebulous as possible, if someone asks for a concrete goal for the process, dodge around as best you can and answer in footballer phrases: “I’m only thinking from week to week,” “The next annual report is always the hardest,” “We’ll keep our heads down for now and see what comes out at the end of the year.” 3.
- Disagree with each other!
Avoid at all costs having your leadership team agree on a common path. Openly arguing about direction in front of employees will guarantee you an endless zigzag course. Also good: in conferences and meetings with the other department heads, feign grudging unity, then in the tea kitchens with the employees, rant wildly about each other. Tips for middle managers: at conferences with the team, rant at “the clueless idiots upstairs,” organize passive resistance, for example, by repeatedly saying, “We’re just doing this now so everyone can see it’s crap.”
- spread fear
Here you can start at several points – first, you could dramatically misrepresent the company’s current perspective. “No one will buy rubber boots (insert: newspapers, diesel engines, FFP-2 masks …) in the future. If we continue like this, we will be bankrupt in twelve months, then we will all be unemployed. All of us.” This either creates hysteria or shock paralysis, both of which are definitely useful in completely tying up the energy for a change process. Second option: threaten directly. Keep saying publicly that 50 percent of employees will leave during a change process, make further insinuations to employees in direct conversation (“We’re not forcing anyone here to go our way …”).