As with any change, expectations need to be set up at the beginning of the transition period to avoid unnecessary surprises (read: issues). This is what I did today in my first meeting with my new team. These expectations, of course, work both ways, so I wanted the team to know what they can expect from me and what I expect from them going forward.
First and foremost, what I expect from the team is open communication. If they have a situation or an issue that they are unsure about, I want them to feel comfortable in coming to me. If I don’t know about it, I can’t support them or begin to help them fix it. Continue reading
The time has finally arrived, my acquisition project is completed and it is time for me to move into my new role as a Team Lead for the group just transitioned over to my company. Now I will need to manage a different kind of change, my own, and how I will begin to think as a people manager instead of a project manager.
As a people manager my results will no longer be based on how far I am on any assigned project with my deliverables and budget. Instead, my results will be based on that of my employees. How are their results? Are they accomplishing what they have been assigned? Are they doing it efficiently? Why or why not? Continue reading
With my vendor transition going live on Monday, I look ahead to my next endeavor. Though my work in project management is not finished, I will be helping out with a different kind of change over the next six months. As we work to stabilize the final team transitioned over to our organization, I have agreed to help as the team lead. This represents a change for me as well as the team as I help lead this organizational change.
Prior to the decision to make this change, the team was disjointed. People were unsure of who they were supposed to report to and had no real support system in place. I’m excited to have the opportunity to work with this team in providing the necessary support, but also bringing them back together as a team. Continue reading
Today I left work knowing that Monday is my final vendor transition project go live. Go live means the employees from the previous vendor will now officially be employees of my company. This is the third vendor transition I have been involved in/led in the past year and a half, so the feeling is somewhat bittersweet. On the one hand I am ready to move onto the next thing and on the other I have become comfortable (read: good at) these types of transitions. I was not always this way though. As mentioned in my previous post on learning about the importance of details in implementing change, I have learned a lot along the way that I was able to take with me in subsequent transitions and will be able to keep in mind should I do something similar again in the future.
In my first vendor transition, my biggest mistake was forgetting about the people. My focus was on the deliverables and the change itself and if people weren’t onboard that was their problem. I began to realize this was my problem. Continue reading
When I think back to changes I have seen and led in organizations, what really made a difference to me in terms of success or failure is effective communication. This may seem like a given, but the power of effective communication is often overlooked in the overall plan for change. Far too often I have heard about changes well before they were formally announced. Leaders need to be proactive in communicating change rather than trying to put out fires caused by rumors and fear.
Why is effective communication so important? It’s simple, because change is scary. Continue reading
A year and a half ago I was told that I would be working on a project involving the acquisition of a smaller business for one of our clients. We would have approximately six months to complete the transition, which involved bringing over the entire existing staff from the other company (about 50 people). Though we had a 10 year relationship with the client that extended over several of their business units, this particular business had been outsourced to another company and we did not have knowledge of the processes. I was warned this transition would be tricky for these reasons, but I did not understand the magnitude of the details that needed to be addressed in order for things to run smoothly.
As mentioned in my initial post on change management, people are the most dynamic and challenging aspect of any change. In order for a change to be effectively implemented, two things must occur: the people must trust the project team and perceptions of change must be managed. Continue reading