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Practical Business Coaching Advice

How to Achieve Lasting Positive Change in a Business

In a business enterprise, many of us have actually been alerted at some stage that; "if you're not going forwards you are actually going backwards." In essence, this goes straight to the heart of why adaptation is key to a constructive and healthy company. Robust companies go with the times and evolve. Run-down businesses resist change, stagnate and break down. In this practical coaching article we take a look at four ways to cause lasting change in business.

Change is the central component of growth and in business change requires vision, a driving team and a tight context if it is to be generated effectively and positively. This is why reliable leadership is so crucial in an organization.

But while taking a look at change, it's important to not throw the baby out with the bath-water because, on the flipside to change is the value of consistency and consistency is likewise vital, especially in processes that apply to product, quality control, profits or even, to an extent, organic development.

So, this pair of contrary concepts needs to exist side-by-side in a healthy and balanced business. How do we achieve that? The solution is to understand that successful businesses need both change as well as consistency; change is the realm of leaders while consistency is the domain of business managers.

Thinking about these two side by side, it is not very difficult to see why consistency as well as change (indeed business managers and business leaders) are often challenging to bind together.

In this article, I'm going to examine the key elements of fine leadership and how these elements work together to achieve positive and enduring change. As a professional leader, the formula I make use of to produce this transformation entails an easy but powerful 4-step process that I highly recommend, here it is:

1. Ask the Hard Questions

Sometimes I wonder whether it is more challenging to recognize where you're actually starting from or where you are specifically aiming to reach!

As business people and entrepreneurs, we have a tendency to succumb to the temptation of seeing the world with rose-coloured glasses and then fail to consciously recognize where we are setting out from - our 'Point A'.

Identifying your true point A isn't easy: it is only accomplished by having the nerve to identify, ask, and then honestly respond to every one of the in your face questions that relate to your business, your methodology and also how you are proceeding to it. You know the questions; they are the same ones you by and large stumble over when they strike you out of the blue at a dinner party!

My suggestion-- pull on your thickest skin, have another person to define and ask the questions that need to be asked ... and don't permit your vanity to get in the way of the sincere self-questioning that must come after. It could make the difference between the success you hope for and the failure you dread.

2. Feeling the Motive

Recognizing both the specific details of your 'change vision' (your 'point B') as well as the specifics of your deep-and-heart-centred-reason-for-change is equally tough. If there is a # 1 key for attaining transformation that is both favourable and sustainable, however, this is it!

If you don't have the specifics, your vision is simply a wish. Without a deep and authentic reason as to why you want to chase after your vision, you will certainly have a hard time to move employees towards it. Most people need to share your enthusiasm. You must have the ability to move your team, to move your team.

Fortunately, those co-workers who do share and then embrace your vision will stay with you and become the driving force for creating it. This is why first-rate leaders appreciate the stick is not nearly as mighty as the carrot.

My tip-- recognise the kinds of personnel you will need to cause your change vision. Spend enough time to define specifically who they might be and then what it is about your vision that could excite them.

3. Lay Out a Straightforward Plan of Action

From here on, the key elements of your success are keeping to what works, keeping it uncomplicated ... and then continuing to fuel the enthusiasm that ties your driving staff members to your vision.

Having already clarified your 'why', assigning uninterrupted thinking time to distinguishing the essential pieces of your 'how' is all-important.

My suggestion - try to involve your driving group in this activity. Firstly, identify the repeatable jobs that will achieve your objective (and keep them simple). Secondly, determine both the resources you have available and also the resources you will need (actually need!). And to finish, ascertain the finite list of things that can block your development. Develop backup plans for any that are truly risky.

4. Accomplish Positive and Sustainable Change

Staying on track and accomplishing positive and sustainable change is a 99% leadership and a 1% management mix of fuel, context and responsibility.

The fuel part is Public Relations in its purest form. Its purpose is to build and then sustain momentum: communicate the vision, impart the simple, repeatable steps, celebrate successes ... and ultimately educate your driving team to do the same things. Each reinforcing that the change vision is bona fide and that the group's approach is the best one.

Importantly, as leader, the code of conduct or 'context' you develop around your group and also its behaviour is critical to their capability to stick together and attain outcomes. Your group will look to you to uphold this code at all times and when you do it will certainly start to have a life and power of its very own.

This is where staying on track and also achieving positive and enduring change requires your personal dedication, nerve and discipline: following the message you preach and getting in touch with your group in an authentic fashion when delivering it is very important.

Your capacity to create and uphold a powerful context is directly commensurate to your ability to do these things, and with a solid context your team will self-manage; self-align; move mountains; and then deliver the positive and lasting changes you are looking for.

My recommendation-- Take a deep breath and be prepared to be human, to acknowledge error and to be open to change yourself. You will certainly be appreciated and also followed as a leader in a far more compelling manner when you have the nerve to do these things.

For more helpful information, ideas or to get in contact with Stuart visit: https://plus.google.com/+StuartHayesLeadership/about

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