Change begins with leadership,
but only becomes a reality when people carry it forward
Change is rarely just a matter of new ways of working or processes. Often, it is at least as much about how we view who we are today and who we need to become in order to succeed in the future.
That is exactly the journey that Nicklas Hedstål and the situation his organisation currently finds itself in.
“It represents a major shift in the way we view ourselves, based on where we are and where we want to be,” says Nicklas.
For him, the process of change clearly begins with leadership. As a leader, you need to have the courage to take the lead, set the direction and foster an understanding of why the change is necessary.
– As a leader, I need to support and drive the team forward, but also to challenge them. It’s about creating the conditions that will enable us to remain competitive over the long term.
At the same time, this does not mean that the leader should have all the answers. Once the direction has been set, the change needs to be developed together with the organisation, through dialogue, follow-up and by people taking responsibility themselves for moving forward.
When the change is reflected in the results
A clear example of the effectiveness of this work is employees who were already performing well but who, through the change process, have managed to take it a step further.
Through the Sales Academy, staff have been given the opportunity to assess themselves, identify the areas they wish to develop and then actively change their own way of working. For some, this has yielded very tangible results.
– We have staff who have really embraced the sales academy and decided to make a change in their own professional development. There are examples of people who have increased their sales by 100 per cent compared with the same period last year.
It also highlights an important aspect of change management. The organisation can set the direction and create the conditions, but each individual must play their part in bringing about the change.
Resistance is part of the journey
Not everyone is in the same place when a change begins. Nicklas therefore describes dialogue, communication, follow-up and support as crucial when resistance arises.
– I need to recognise that we are all in different situations. At the same time, every individual has a responsibility to play their part in driving change forward.
Nicklas also has experience of change initiatives that did not go to plan. Looking back, he sees two things in particular that he himself should have done differently: being clearer about the purpose from the outset and staying more closely in touch with the organisation as the process unfolded.
This also leads to his most important piece of advice for other leaders facing change.
– Communicate!
Make it clear why the change is needed, keep the dialogue going, and don’t assume that communication is complete just because the message has been conveyed once. Change requires direction, but also a hands-on approach every step of the way.