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Nurture the NEW – Discard the Old to Lead Organizational Change

Nurture the NEW – Discard the Old to Lead Organizational Change

Everyone knows that the only constant in this busy life of ours is the fact that things are going to change.  Successful leaders embrace organizational change and constantly scan the environment for new ideas.  Successful leaders constantly search for reliable sources for new ideas.

I can’t understand why people are frightened of new ideas. I’m frightened of the old ones. ~Johann Wolfgang Goethe

This is great food for thought!

To keep up with current market trends an organization needs to recognize the staff contribution to their success and perhaps embrace their innovative invention. After all, it could be a leadership development course the employee attended in line with his or her professional development that inspired these new insights.  However, when new or different procedures are suggested by an employee there could be a major uproar in the halls of management.

It is natural for your employees to be concerned about “new ideas”.  They can upset the whole status quo of the organization and tread on many loyal staff members toes.  But new relevant ideas should always be thought of as constructive development.  As Goethe says, when no new ideas are forthcoming within your company, then it is time to say “Houston, we have a problem”!  There could be lots of junior people who simply have better ways of doing certain processes; or perhaps they can restructure the department in which they work so that it becomes more streamlined.

Holland Resource is the company to consult about dealing with these processes. If there is nobody in the organization who can think for himself and contribute to the overall image or profit of the company, then there is definitely something that needs to be improved. With over 30 years of experience in this field, we can lead your company in the right direction with strategic planning sessions and team building events designed around your key functional areas.