Consistency can be boring, right? Why not shake it up a bit? When you manage people being consistent, approaching things in a predictable way allows your people to focus on the task and achieving the results and not on figuring you out first.
I’ve come across a number of examples of young and small companies lately and had discussions with them about when is it right to start developing their teams. And by that I mean when is it right to put money into developing people to improve performance and the way they work together to drive different, better or more results.
In some of my past articles I’ve talked about First-time Managers and First-time Manager Syndrome experienced by Senior people thrust into a leadership role for the first time - or a role Senior to their current role in a new organization. I am seeing first-time manager syndrome more often these days. In my work I’m seeing that the biggest transition is sometimes the most senior person’s transition into their role.
An organization often has to make changes that affect its people. Large organizations have processes and departments to handle the communication around changes. Medium sized organizations also have processes and a few people at least to craft and distribute the communication about the change.
How do you get the message out when you are in a small company without a lot of process and you may not even have people managing the employee experience?