Who we are  |  Contact  |  References  |  Imprint  |  Partnerlogin  |  Sitemap  |  zur deutschen Version  switch to english version  switch to french Version  switch to chinese Version
You are here: Turnaround    Trust in the turnaround
 

Trust in the turnaround


Within the context of a change process the employees live a long time of uncertainty. How will it go on? What will become of me? Will my job still exist after it? What shall I do now? Questions with which the employees are preoccupied. You can observe two different behaviours here:

Hibernation

"I do not identify myself with the company any more, only render my service according to rule and only follow the instructions of my superior to some extent."

Operative hectic pace

The day is characterised by excessive desire for action. Projects are generated. One wants to be involved everywhere in order to appear in a favourable light. Not the quality of work is what is important but the show made for the executives.

Both behavioural patterns are rather counterproductive and endanger the operative business. However, this continues. If there is no confidence in the own capability and the one of the management the chance that the crisis will not be managed is very big. As company leader you have to fight against a big problem: you are responsible that the situation is like it is. Thus you will be partly blamed for the crisis of the company. Have you pursued the wrong strategy? Have you recognized certain signals too late? Have you made false decisions? Actually you mostly share the responsibility for the current situation. If you do not succeed in winning the people again and giving all involved the feeling that the turnaround can be achieved together with you, it will become very difficult to generate productivity. Take your time also to bind your environment to your plans. The following overview is to show you again which cultural dangers lie in wait for you within the context of turnarounds:
  • There is no common communication basis.
  • There is a lack of confidence towards the people who are responsible for the change.
  • There is no common value system.
  • The diverse feelings of uncertainty cannot be accepted any more.
  • There is no common consciousness for problems.
  • The temporal component has not been considered sufficiently (changes too early, too late, too quickly).
This results in some principles, which have to be considered from a cultural point of view within the context pf turnaround:
  • Not only see the executives in the focus but also the employees!
  • No separation of soft and hard facts. The combination is decisive!
  • The selection process of the executives and employees (the ones who go and stay) is important and has to be transparent.
  • Information and communication concept is very important!
  • Clear project management is necessary!
  • Rules of change have to be clear and obeyed correspondingly.
  • Counterbalancing fears is important!
  • Appreciation and mourning are also a part of it!
  • The bonding with the new organization has to be established.