The change challenge: guiding your team through a transition.

• Author: Trignano, Linda
• Position: CAREER

In his book Management Challenges for the 21st Century, management and strategy guru Peter Drucker writes: "Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes--it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm."

Drucker's words certainly apply to the challenging economic times we've experienced for the last few years, as change continues at a relentless pace. There is no doubt that change is a major part of the work environment today. Keeping everyone in an organization focused on achieving the corporation's goals is a daunting challenge, and it's more important than ever to provide leadership that projects confidence in the face of the challenges that change often brings.

One way to meet the challenges of leading a team through change or transition is to strengthen the leadership and motivational skills of an organization's management team. Those in leadership may need to acquire a different set of skills or improve their current skills.

Since the pace isn't likely to slow down in the foreseeable future, those in management can either resist change or embrace it. Their attitude towards change will determine the direction in which the organization moves. Bottom line, the work has to get done.

One company involved in a company-wide initiative that would affect all of its 150+ jobs knew it had to improve its communications. The plan included a major overhaul of the outdated computer system that touched every job--from the chief operating officer to those in manufacturing to building maintenance. The initiative was the first major change many of the employees had experienced. Every job function would be changing, so the employees were asked to look at each job function they performed with an eye toward rethinking the way the work was accomplished.

Many employees resisted the transition and were reluctant to embrace reorganizing the business processes. Many were fearful of losing their job in the process. Rumors were rampant about a major downsizing after the job-streamlining process was completed. Corporate leadership knew that employee opposition could undermine the project and have significant negative business implications.

The resistance displayed by many of these employees is often a typical response to change. As author Michael D. Maginn writes in Managing...