Change is inevitable and can cause fear of the unknown. But it doesn't have to—we can learn to master change and adapt to it quickly. These 5 tips will help you successfully cope with changes at work.
10 commandments for first time managers outlines essential tips for new managers. They should 1) learn about their new roles and team, 2) communicate openly and listen to their team, and 3) commit fully to their work and demand the same commitment from their team. New managers should also 4) encourage high performance, 5) recognize both good and poor performance, and 6) interact positively with their team to build confidence and comradery. Additionally, managers should 7) help their team visualize how their work contributes to company goals, 8) facilitate learning opportunities, and 9) control key metrics while avoiding an autocratic style. The final tip is to 10) lead by creating more leaders through quality work, career development, and
9 Unique Traits of High-Performing TeamsWeekdone.com
High-performing teams have several traits in common that make them successful. Some of the key traits include embracing diversity of backgrounds, prioritizing work-life balance for all members, and maintaining laser-like focus on goals. These teams also engage well together both during formal meetings and outside of meetings through open communication. Fostering strengths of all members, healthy debates, and group cohesion are other characteristics of top teams.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The document outlines the purpose, methodology, and levers of change management. The purpose is to change conditions from a previous state to a perceived better state. The methodology involves creating a project team, analyzing change needs, designing a game plan to execute change, and sustaining momentum. The key levers of change are leadership, involvement, communication, learning, measurement, and reinforcement to sustain behavior change over time.
This document discusses agile leadership and introduces agile principles and scrum methodology. The key points are:
1. Agile focuses on purpose-driven leadership, social business, and delivering value through small, self-organizing teams.
2. Scrum uses sprints, daily stand-ups, product backlogs and retrospectives to frequently deliver working software. Core roles are the product owner, scrum master and development team.
3. Successful agile adoption requires collaborative leadership that empowers teams, provides transparency, and focuses on relationships, communication, and continuous improvement over documentation and plans.
Most supervisors under-communicate during times of change and feel they must hoard information, but over-communication is needed to alleviate employees' fears. When managing change or problems, supervisors should recognize the issue, analyze its root cause with employees, and involve employees in solving it. Supervisors should communicate about changes as far in advance as possible, include employee ideas, provide details, offer training, listen to concerns, get buy-in, pay attention to those resistant to change, recognize progress, and encourage creativity and a positive view of change.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Some think working remotely is a terrible setting that takes control away and let's employees stay at home and be useless. Others find that remote work increases overall productivity and lowers the need to micromanage.
And both sides might be correct as remote work, like all other structures, work really well for some and make others crazy.
The only thing that we can say for certain is that telecommuting is increasingly popular and there are problems you need to face to make it work.
Explore key takeaways shared in our Stanford GSB View From The Top guest speaker series this year.
More leadership insights: http://stanford.io/leadership
The document provides an overview of basic leadership skills, including people skills, technical skills, values and behaviors, communication skills, cultural diversity initiatives, and leadership development. It discusses topics such as understanding others, effective delegation, coaching, and assessing career opportunities. The document is a guide for developing leadership abilities and includes examples, diagrams, and principles for skills like communication, planning, and evaluation.
Leader's Guide to Motivate People at WorkWeekdone.com
To motivate employees, leaders should provide more praise, attention, responsibility, and incentives. Specifically, leaders should recognize employees' good work, keep employees informed about company goals and strategies, assign more challenging tasks with autonomy, establish incentive programs with realistic yet challenging goals, and provide pay raises correlated with employee performance and development. Leaders can use a performance management tool like Weekdone to understand employee status, provide transparent feedback, and align goals across different levels.
The Productivity Secret Of The Best LeadersOfficevibe
Content by Jacob Shriar & Kevin Kruse.
In this Officeviibe presentation, you'll see:
- 3 biggest problems leaders face and what you can do to fix them
- The secret to time management
- Examples from great leaders
- You'll find bonus content
Leadership tips for first time managersAsif Ebrahim
1. Accept that you still have lots to learn as a new leader and be prepared to learn from others, including your team.
2. Communicate clearly with your team by keeping them informed of goals, priorities, and deadlines and welcome questions and feedback.
3. Set a good example by holding yourself to the same high standards of professionalism and dedication that you expect from your team.
Here are two ideas I can deploy from the document:
1. Create an effective elevator speech using the Premise-Pain-People-Proof-Purpose structure to influence others and effectively network.
2. Influence others using the principle of consistency by ensuring my words, beliefs, attitudes and actions align so that I appear consistent and trustworthy.
People management is one of the most difficult areas of management. Good managers must anticipate issues that could affect their employees' motivation and performance in order to keep their teams aligned with organizational goals. There are two main theories on managing people - Theory X assumes people are lazy and need close supervision, while Theory Y assumes people are self-motivated and seek responsibility. Effective managers balance concern for results with concern for their employees' needs and interests. Regular self-evaluation using a development wheel can help managers improve their coaching, delegation, communication, and other leadership skills.
New hire orientation good documentation practice presentationJennifer DePaolo
This document discusses documentation requirements in the food manufacturing industry. It defines key terms like GMP, GDP, SQF, and FDA. GMP refers to good manufacturing practices that are required for all employees. GDP involves setting rules to control and protect documentation. SQF audits the facility annually to ensure safe, quality food production. The FDA regulates the industry and mandates documentation of quality product and processes. Errors must be corrected by lining through and rewriting with date and initials. Questions should be directed to supervisors.
This document summarizes key points from a Harvard Business Review article about embracing diversity in the workplace. It discusses how Marshall Goldsmith argues that differences can help build great organizations, but also create tension that leaders must understand and spread throughout an organization. It also notes that today's diverse workforce in terms of skills, lifestyles, religions, genders, and ages is a competitive advantage if an organization changes to succeed in a changing marketplace and consumer base.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
Presentation to Using the Employee Lifecycle as Your Roadmap to Employee Enga...Elizabeth Lupfer
This is the complementary presentation to the "Using Employee Lifecycle as Your Roadmap to Employee Engagement" #infographic. Presented by Elizabeth Lupfer at the Talent Management Alliance's Employee Engagement conference in July 2014, this presentation is a walkthrough each area of the employee lifecycle and identifies how organization's can develop an employee engagement framework through adaptability, relevancy, sustainability and execution. If you've realized this spells ARSE, then you've got it. Because an ARSE is the foundation for any successful relationship -- employee engagement and the employee lifecycle.
This document discusses onboarding new employees and outlines an onboarding framework. It notes that 22% of new employee turnover occurs within the first 45 days and employees who go through an onboarding program are 58% more likely to stay after 3 years. The document then outlines some assumptions about onboarding, including that relationship building and communication are key parts of the process. It also describes different phases of onboarding from the first day to full assimilation after a few months. Finally, it presents a case study exercise focused on designing an onboarding program.
To make those first impressions with new hires count, LinkedIn has collected their favorite icebreakers to use during new hire orientation. Use these energizers to avoid a yawn-filled crowd.
Want more? Download the full Onboarding in a Box: http://bit.ly/1hjPoZG
Six tips of characteristics to build your effective change leadershipAndre Vonk
This document outlines six key characteristics of effective change leaders:
1. Low levels of anxiety and emotional stability. Change leaders must feel secure and be in a positive mood to adapt well to change.
2. Action orientation and confidence. Change leaders are energized by action and believe in their ability to succeed despite risks of the unknown.
3. Openness and diversity of experiences. Change leaders are receptive to new ideas and maintain multiple perspectives to see opportunities.
4. Risk tolerance through risk management. Change leaders take calculated risks while mitigating dangers through careful planning and analysis.
Hiring for these traits and cultivating them in a team's culture allows organizations to identify new opportunities and adapt quickly to
The document discusses reasons why a caterpillar may not want to become a butterfly, noting that caterpillars can easily find food by crawling and climbing rather than flying. It also provides numerous potential responses to why the caterpillar resists change, such as fear of the unknown results of metamorphosis, enjoyment of their current abilities, or simply not seeing the need for change. The document explores common barriers to organizational change, including resistance to new processes, relationships, skills and ways of thinking. It emphasizes the importance of change management strategies to address human factors and gain acceptance of changes in order to successfully implement initiatives.
9 Deadly Reasons Why Companies Fail to Change - George TsakraklidesGeorge Tsakraklides
This document outlines 9 types of people that act as barriers to change in companies and provides examples of each. The 9 types are: 1) those in denial who insist nothing is changing, 2) the unimaginative who can't envision how change will impact their organization, 3) meeting junkies who delay decisions and drag their feet, 4) the indifferent who don't see responding to change as their responsibility, 5) the terrified who view change only negatively, 6) the selfish focused only on their own position, 7) opportunists who see change only as a way to benefit themselves, 8) hippies who passively accept change without acting, and 9) sheep who lack initiative and personal responsibility. The author hopes
The management should tackle employee resistance to new machines and production methods in the manufacturing unit in the following ways:
1) Overcome opposition by engaging employees to understand their concerns and address issues in a timely manner.
2) Effectively engage employees by listening to feedback, asking probing questions, and utilizing surveys to understand concerns and tailor solutions.
3) Implement change in stages by preparing for, taking action on, and supporting the change over time with communication at each step.
10 steps to keeping employees engaged and motivatedMarcelo Marasso
The document outlines 10 steps to keeping employees engaged and motivated:
1. Clearly define your vision and ensure employees understand goals and direction.
2. Get feedback from employees on their needs and provide necessary tools and support.
3. Communicate goals and changes well through various channels, and ensure employees understand objectives to reduce uncertainty.
The full document provides further details on each step such as providing praise, treating employees fairly, making work fun, giving attention to high-potential employees, and implementing incentive programs. The overall message is that engaging and appreciating employees through various strategies can significantly improve performance, engagement, and retention.
This document discusses introducing change in the workplace through indirect means and persuasion. It outlines two main principles: appeal to employees' self-interest by finding their individual goals and motivating factors, and preach the need for change gradually without reforming too much at once. Probing conversations and personality tests can help identify each employee's motivations so changes can be presented to align with their interests. Leaders should also avoid shocking workers with too many reforms at once, and instead make changes appear connected to company traditions to gain acceptance. Understanding employees is key to successfully navigating changes while maximizing productivity.
Rapid change has become the norm in organizations as they face constant restructuring, mergers, acquisitions, financial issues, and external factors like the economy, technology, and globalization. This constant change creates uncertainty and emotional reactions in employees. While people have accepted that change is part of organizational life, leading change remains difficult for leaders. There are two aspects to leading change - managing the structural changes and guiding people through the transition. Most leaders are good at the structural side but overlook the human side of transition, which includes grieving, letting go of the past, and rebuilding commitment. By failing to effectively manage the human aspects of transition, many change initiatives ultimately fail.
The document discusses the importance of managing for continued success and avoiding complacency. It emphasizes that organizations must develop a culture of innovation to guard against others developing better ways of doing things. Leaders should be open-minded students who listen to new ideas from competitors and outsiders. They should replace questioning how ideas can be done with a focus on making ideas a reality. Trusting the next generation and not letting past success reduce risk-taking are also important for ongoing innovation.
The document discusses the key differences between being an entrepreneur versus having a salaried job, noting that entrepreneurs take on financial risks and are employers, while employees work under contract for payment; it outlines 8 differences in mindsets between entrepreneurs and employees, such as entrepreneurs focusing on strengths over weaknesses and thriving on risk, while employees avoid risk; and it provides quotes from successful entrepreneurs about the benefits of being an entrepreneur over having a salaried job.
The document discusses differences between entrepreneurs and employees. It notes that entrepreneurs focus on improving skills rather than weaknesses, may produce imperfect work but learn from failures, and say no to opportunities to maintain focus. Entrepreneurs delegate tasks, mono-task rather than multitask, thrive on risk rather than seeking security, believe in rotating priorities between work and life rather than balance, and hire smarter people rather than seeing them as competition. The document also briefly discusses the importance of entrepreneurship for economic development, benefits of job rotation, optional employee benefits, benefits of being an entrepreneur, and some of the earliest known entrepreneurs.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Responding to Change".
Unrelenting Change and What to Do About ItPeopleFirm
In today's do-it-now world, change is unrelenting. So, what steps do leaders need to take to make sure their people are ready, willing, and able to meet that change and thrive?
Making change happen - being ahead of the curve - RICS ArticleDonnie MacNicol
Being ahead of the market and adapting to evolving client requirements means change is becoming the norm for many
businesses, says Donnie MacNicol and Brenda Hales. So it makes sense to do it well and learn from your experiences
"The Start-up of You: Adapt, Take Risks, Grow Your Network, and Transform Your Career" - by Reid Hoffman and Bes Casnocha
is a brilliant guide for both career professionals and (aspiring) entrepreneurs.
The book is a real page turner replete with street-smart wisdom on how to realize your potential by being flexible, taking chances, building and growing a network and making your own destiny.
In short - the book is all about being an entrepreneur of your own career.
Sharing you my notes from the book which really struct a chord with me. Hope you'd enjoy this!
Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
This document discusses key competencies for successful change management. It identifies 7 key competencies: proactive thinking, organization for change, involving others, visualizing the future, clear communication, breaking from the past, and consolidating new learning. It also discusses common reactions to change, stages of dealing with grief and loss from change, and effective change management skills. The overall document provides guidance on planning and implementing organizational change successfully.
Adopting to any new change in life - Overivew and Techniques for Handy referenceKathan .
This document discusses change and how to manage it successfully. It defines change, provides examples of change, and debunks common myths about change. It emphasizes having the right mindset and preparing appropriately to face change. Kotter's 8 steps for leading change are presented, along with success factors like celebrating wins and sustaining changes over time. Overall, the document stresses that change is inevitable, having a positive attitude is important for acceptance, and continuous measurement and improvement are needed when implementing changes.
Good Managers Have the Following TalentsAhmed Banafa
Being a manager in any industry can be a fulfilling job, but it can also be a difficult one. You will need to create a good team atmosphere whilst achieving the bigger goals.
Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. Businesses that get it right, and hire managers based on talent will thrive and gain a significant competitive advantage.
This document discusses three common change management models: Lewin's change model, McKinsey 7-S model, and Kotter's 8-step change model. Lewin's model involves three phases - unfreezing, moving, and refreezing. The McKinsey 7-S model examines seven elements - strategy, structure, systems, shared values, style, staff, and skills. Kotter's 8-step model provides an orderly process for preparing for and accepting change. The document also discusses research methods used in a related study on organizational change and communication.
Similar to 5 Tips for Embracing Change at Work (20)
Your company’s purpose doesn’t just state what you hope to accomplish, but declares who you are, and why you exist to the world. So how do the brands we admire create that sense of purpose for their employees? Check out a few companies that use their inspiring purpose to bring out the best in their employees
7 Questions Executives Want Answered Before Investing in Employee RecognitionO.C. Tanner
If you're looking to improve your workplace culture, employee recognition can help boost engagement, attract and retain top talent, and increase innovation. Build a business case for employee recognition by answering these common questions from executives and leaders.
Appreciation Inspiration: Tips, Quotes, and Insights for Celebrating Employee...O.C. Tanner
This Employee Appreciation Day, inspire greatness in your employees with these tips, quotes and insights on recognition, appreciation and employee engagement.
A Call to Greatness: Why Chasing Employee Engagement is Thinking Too SmallO.C. Tanner
The document argues that chasing employee engagement is too narrow of a focus for leaders and that they cannot directly drive engagement. Instead, leaders should focus on building a great corporate culture that people want to engage with. A great culture has six key attributes: great purpose, great leadership, great opportunities, great work, great wellbeing, and great employee recognition. The goal is for the organization to become such a strong magnet for talent through its culture that people will naturally want to work there and be engaged.
The 2016 HR Technology Conference brought together industry leaders to share insights on engaging employees. Key insights included: (1) understanding how technology enables human connection leads to business success; (2) employees want purpose and growth opportunities, not just benefits; (3) engagement requires continuous measurement and action, not just annual surveys; (4) few companies feel they engage Millennials and other generations well; (5) content is the most powerful employer branding tool for hiring; (6) people trust other people, not just brands; and (7) while technology eliminates jobs, it creates new ones.
The Millennial Effect on Employee EngagementO.C. Tanner
As of 2015, Millennials have officially made their way into the workforce. Employers must learn and adapt in order to engage with millennial employees. Here's how.
The document outlines five skills that lead to great work: asking the right question, seeing for yourself, talking to your outer circle, improving the mix, and delivering the difference. While most employees believe everyone should do great work, only 65% report that all employees actually do so. The document also finds gaps between the skills needed for great work and the percentage of employees that have mastered them, such as only 18% being good at asking the right question. It recommends that leaders recognize employees for their great work, as recognition significantly improves employees' skills and ability to deliver innovation. Empowering employees to do great work through recognition can result in positive business outcomes.
This document provides 6 ways to make lasting friendships at work: 1) find common interests with coworkers, 2) get involved in office clubs and activities, 3) ask coworkers for help on projects to build relationships and skills, 4) work together on projects and tasks to foster teamwork, 5) maintain a healthy work-life balance with personal space outside of work, and 6) keep interactions positive to create a supportive environment. Making friends at work increases employee engagement, retention, and leads to a happier and more productive workplace culture.
The Positive Effects of Relationships at WorkO.C. Tanner
Encouraging friendships in the workplace can transform organizations by increasing productivity, motivation, and innovation. Studies show that employees with close work friends are more engaged, satisfied, and likely to feel connected to their company. Groups of friends also outperform groups of acquaintances on tasks like commitment, communication, and evaluation of ideas. When employees are highly satisfied with life at work, their individual and team output increases substantially. Fostering team-building activities and opportunities for employees to form strong relationships can spark positive changes that benefit both employees and their work.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
Your Mission: Become a Recognition HeroO.C. Tanner
Appreciating great work throughout your organization is an essential part of creating lasting engagement. This recognition dossier will help you get appreciation right.
The Evolution of Recognition: And 3 Truths that Will Never Change
O.C. Tanner, number 40 on the 2015 FORTUNE 100 Best Companies to Work For® list, helps organizations create great work environments by inspiring and appreciating great work. Thousands of clients globally use the company’s cloud-based technology, tools, awards, and education services to engage talent, increase performance, drive goals, and create experiences that fuel the human spirit.
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If you're looking for a boost to help you through your week or your month, take a look at some of our favorite quotes. They'll help you pause, reflect, and ultimately accomplish the great work that you know you can produce.
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This document outlines 12 resolutions for having a great year at work in 2016. The resolutions include creating a goal game plan, communicating effectively, having weekly recognition, becoming a mentor, practicing great work skills like asking questions and improving diversity, empowering your own development, strengthening your team through bonding activities, being purpose-driven, appreciating daily efforts, celebrating special occasions, working on wellness through healthy behaviors, and making work more fun. The document is presented by O.C. Tanner, a company that helps organizations create great work environments through recognition and engagement.
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3. In life and in the workplace, change
is an inevitable fact of life.
Fear of the unknown may make you
react adversely to change, but if you
learn to anticipate and even embrace
it, you’ll find adapting to change is a
great skill to master.
4. “Most people view change as
something that will impair them
rather than enable unseen
opportunities. What they fail to realize
is that change is one of the most
powerful professional development
tools available to them.”
-Glenn Llopis
Source: http://www.forbes.com/sites/glennllopis/2012/11/05/5-most-effective-ways-to-sell-change/
6. As you face any upcoming transition,
keep these five tips in mind:
1. Be proactive
2. Ask questions
3. Be flexible
4. Keep working
5. Be positive
7. 1. Be
Proactive
When change is in the air, look for ways to
take action, be proactive, and remain
actively engaged as you transition into a
new situation.
8. “People who are proactive don’t sit
around waiting for answers to appear,
they stand up, put one foot in front of
the other, and find the answers. They
don’t wait for someone to hand them
an instruction manual and a box of
tools; they’re resourceful.”
Source: http://www.eatyourcareer.com/2010/08/how-be-proactive-at-work-step-system/
9. 2. Ask
Questions
Open communication between team
members and managers and employees is
critical in times of change. Don’t let rumors
lead you astray—ask for clear direction or
clarification when something is unclear.
Source: http://www.businessknowhow.com/manage/leadwithin.htm
10. Ineffective communication
can make people feel
uninformed,
which can cause unnecessary
stress in the workplace.
notes SEND
11. “Our historical perspective is that of the
frontiers person, but at the same time we
want structures to protect us so that while
we're out there practicing our frontier
individualism we don't get hurt. We want all
the upside and we want to factor out the
downside; we want 15 percent annualized
return on our portfolios in the stock market,
but not take on any risk.''
-Dr. Donald G. MacGregor
Source:
http://www.nytimes.com/2000/07/30/nyregion/things-people-choose-fear-usually-they-are-unknown-uncontrolled-
not-near.html
12. 3. Be
Flexible X X
Change means disrupting your original
routine. The key is learning how to be
flexible in adapting to change. According
to Techrepublic.com, employees will
become more successful if they embrace
the change through a can-do attitude.
X
13. “..take a look at the requirements of the
new situation...what skills, from your old
role, can you apply to the new situation?
In other words, instead of focusing on
differences, focus on similarities.”
Source: http://www.techrepublic.com/blog/10-things/10-tips-for-dealing-with-change-in-the-workplace/
14. 4. Keep
Working
Use this time to reaffirm your
commitment and value to the
company. Your work can shine during
this transitional period.
Source: http://www.forbes.com/sites/jacquelynsmith/2013/01/18/12-tips-for-overcoming-your-fear-
of-change-at-work/2/
15. 5. Be
Positive
Although it is not always easy, when
negative thoughts seep into the workplace,
they can be detrimental to your point of
view much later down the road.
16. Chrissy Scivicque of Forbes.com explains:
“Let go of the feelings you have
associated with the old way of doing
things. Comfort can be more emotional
than rational. Remember that you’re
endlessly adaptable and that growth
almost always comes with discomfort.”
Source: http://www.forbes.com/sites/work-in-progress/2011/07/18/learning-to-love-change-in-the-workplace/
17. In fact, having the right attitude could give you
more opportunities to advance your career.
By taking on new changes with a positive,
proactive, and flexible attitude, you will stand out
as an adaptable and capable employee. This can
positively impact your growth in your company
and in the industry as well. These positive results
change can bring can reaffirm why change is such
an important process.
18. PINNACLE EXPLAINS:
“Businesses thrive when they embrace
change. The same holds true for individuals.
You can meet job competition head-on by
developing and taking opportunities as they
come. In addition, adapting your work style
to meet the changes of a workplace
environment makes you a valuable
co-worker and team member.”
Source: http://pinnacle.jobs/4-ways-to-embrace-change-in-the-workplace
19. “Remember that you’re endlessly adaptable
and that growth almost always comes with
discomfort. Learn to simply go with the flow
and see where the wave takes you.”
-CHRISSY SCIVICQUE
Source: http://www.forbes.com/sites/work-in-progress/2011/07/18/learning-to-love-change-in-the-workplace/
21. O.C. TANNER AND THE O.C. TANNER INSTITUTE
O.C. Tanner helps the world inspire and appreciate great work.
Through our innovative cloud-based software, tools, awards,
education and research, we provide thought leadership and strategic
recognition solutions for thousands of clients globally. Designed to
engage talent, increase performance, and drive corporate goals, our
solutions create personalized recognition experiences delivered
through a smart technology platform.
The O.C. Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition, engagement,
leadership, culture, human values and sound business principles.