06/ 18/ 2007
by Jeffrey Moses
Most small-business owners have little trouble implementing small changes in the way employees handle things. Suggestions or policy changes in day-to-day operations are usually implemented immediately. Employees, after all, are always eager to please the boss.
Wider ranging and more fundamental suggestions for change, however—such as those involving general improvements in customer service or making fewer mistakes in manufacturing/warranty repair work—may receive a seemingly enthusiastic reception among employees while not resulting in any actual changes in the way things are done. This can be frustrating to owners who have a vision for what they want their companies to become, but can't get the message across to employees.
It's vital for owners to not back away from the far-reaching visions and goals they have. Giving up in the face of employee inertia can retard the changes and growth required for company longevity.
Sometimes, it's necessary to jump-start a new vision by bringing in an outside "expert" who can work with employees to encourage implementation of large policy changes. Ideally, company owners can promote such changes. But when owners are close with employees, working with them daily over the months and years, employees may not respond to wide ranging, somewhat intangible policy suggestions. An outside consultant, accountant, attorney or business advisor can provide what is seen as objective third-party advice to which employees will respond more readily.
To facilitate establishing the new direction, you should set up meetings between employees and the consultants. You should state the new vision or goals clearly in written form and establish tangible benchmarks along with time frames for implementation. Leaving wide ranging changes in corporate culture or corporate vision to chance assures that little will happen. Additionally, everyone should realize that the company is serious about the suggested changes—and that employees who do not follow the prescribed new course of activity will be reprimanded or let go.
Owners should be an integral part of the presentation of such new ideas. Employees should not feel that the outside consultants are forcing something down both their and the owner's throats. Employees should understand that the ideas originated with the owner, and that consultants are there merely to help implement changes.
Ultimately, owners want to be able to affect even the most important and far-reaching changes without having to bring in third-party consultants. But jump-starting new ideas with the help of outside experts can open employees to new ideas and encourage them to be receptive.
