Create a persuasive story
Because employees must see the goal of change, identify with this goal and create a convincing story, in the management of change, we attach great importance to creating a convincing story, conveying it to employees, and implementing it in continuous communication and participation. This is certainly useful advice. A lot of energy in such stories is better spent on listening than on preaching. Because listening to express it often gives employees a very comfortable feeling, and employees will be more willing to listen and recognize it. If this is done, employees will be able to release great vitality, and this vitality will also enable the organization to retain talents.
example
Because employees must also see the CEO they admire and his colleagues take the lead in setting an example and acting in a new way, the real bottleneck of the role model problem lies in knowing what needs to be changed at the personal level. The success of this reform mainly depends on how convincing a few carefully selected leaders are, but more depends on the degree of social acceptance of the concept of change. In practice, there are often some unknown people who are unexpectedly promoted and play an important role in promoting them. So, don't pay too much attention to and rely on influential leaders. The role model is to select excellent role models for employees to see, let employees learn, ensure that they can complement each other in all aspects, and let the spark of this good behavior quickly form a prairie fire throughout the organization.
Ability training
Because employees must have the necessary skills to change their behavior habits, that is, ability training. In order to ensure better success, it should be noted in practice that employees' behaviors reflect their thoughts, feelings and beliefs. When managers try to improve performance by changing employees' behaviors, they often ignore employees' thoughts, feelings and beliefs, which are the factors that drive employees' behaviors. Meanwhile, good intentions are not enough. An excellent skill development plan usually takes into account that learning by yourself is better than just listening with your ears.
It is necessary to formally introduce the practical application in daily work into the process of ability training and make some improvements. First of all, the training should adopt the way of "on-site plus seminar", and expand the classroom training into a series of study seminars, with on-site training arranged alternately. Second, the arranged on-site training should be directly linked to the daily work of the employees, so as to formally introduce new concepts and skills into the employees' job responsibilities and require them to actually apply these concepts and skills. These on-site trainings should be evaluated in a quantifiable and result-based way, indicating the level of competence achieved by employees, and issuing certificates to recognize and reward the skills acquired by employees.