4 Obstacles to Change

Published by riteshkapur on

4 deep seated obstacles to change
 
1. ๐—™๐—ฎ๐—ถ๐—น๐—ถ๐—ป๐—ด ๐˜๐—ผ ๐—ฆ๐—ฒ๐˜ ๐—ฃ๐—ฟ๐—ผ๐—ฝ๐—ฒ๐—ฟ ๐—˜๐˜…๐—ฝ๐—ฒ๐—ฐ๐˜๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€
Managers may worry that if they set specific targets, their people canโ€™t achieve, they too will look like failures.
 
2. ๐„๐ฑ๐œ๐ฎ๐ฌ๐ข๐ง๐  ๐’๐ฎ๐›๐จ๐ซ๐๐ข๐ง๐š๐ญ๐ž๐ฌ ๐Ÿ๐ซ๐จ๐ฆ ๐ญ๐ก๐ž ๐๐ฎ๐ซ๐ฌ๐ฎ๐ข๐ญ ๐จ๐Ÿ ๐Ž๐ฏ๐ž๐ซ๐š๐ฅ๐ฅ ๐†๐จ๐š๐ฅ๐ฌ
Having to play nursemaid to so many activities saps executivesโ€™ time and energy. Yet, very few seem willing to assign a subordinate full responsibility for achieving results that will require substantial input from peers.
 
3. ๐‚๐จ๐ฅ๐ฅ๐ฎ๐๐ข๐ง๐  ๐ฐ๐ข๐ญ๐ก ๐’๐ญ๐š๐Ÿ๐Ÿ ๐„๐ฑ๐ฉ๐ž๐ซ๐ญ๐ฌ ๐š๐ง๐ ๐‚๐จ๐ง๐ฌ๐ฎ๐ฅ๐ญ๐š๐ง๐ญ๐ฌ
Consultants agree to deliver their โ€œproductโ€ โ€” and even to implement itโ€”but they donโ€™t assume responsibility for outcomes. They imply that performance will improve but almost never include measurable gains as part of the deal.
Only a few companies require consultants to agree to a fee structure based partly on results or hold their staff experts accountable for the outcomes of their work.
 
4. ๐–๐š๐ข๐ญ๐ข๐ง๐  ๐–๐ก๐ข๐ฅ๐ž ๐ญ๐ž๐š๐ฆ ๐ฆ๐ž๐ฆ๐›๐ž๐ซ๐ฌ ๐๐ซ๐ž๐ฉ๐š๐ซ๐ž, ๐๐ซ๐ž๐ฉ๐š๐ซ๐ž, ๐๐ซ๐ž๐ฉ๐š๐ซ๐ž
When senior managers challenge people to improve sales, or make other needed improvements, the usual response is โ€œYes, but first we have to…โ€ Finish the sentence: Train our people. Study the market. Replace a key player who retired. Launch the new system. Set up focus groups with some customers. Bring in Six Sigma. Make our culture more change oriented. And so forth.
 
Endless preparation gives the illusion of progress but ultimately gets in the way.

Categories: GoalUniversal