Executive leadership at people and enterprise focused ICT company Elingo believes while the stakes are certainly a lot higher today, businesses that can learn to adapt and effectively rally their teams have a substantial opportunity to lead from the front.
Most decision makers leading credible, sustainable businesses understand this, but change is not an easy process. The main challenge is to align key resources, specifically people, technology, processes and procedures.
This is critically important says Ian Goss-Ross, Founding CEO of Elingo, who says that under normal circumstances it is the directors and shareholders who first feel the pressure of a business not growing fast enough.
“They struggle to get the change momentum going,” says Goss-Ross. “I firmly believe that if any anyone is unable to change, there will be no growth. This is the same for a company.”
The first step to take is to communicate effectively and let everyone in the company know that the status quo is no longer acceptable and that change is on its way.
“It is important to communicate often and prepare everybody for the effects of change. Business leaders also have a responsibility to help individuals who struggle with change. It is great to have some individuals that embrace, support and even drive some of the initiatives … you need this too!,” says Goss-Ross.
Adapting to change means redefining the mission and vision of the business, and moulding it into something that all stakeholders believe in.
Elingo believes this transformation involves identifying core strength, and weaknesses. “It is important to establish a formal program that helps individuals with their personal objectives, and then map and align the personal objectives to their job and the company objectives. This begins with an analysis of everybody’s strengths and talents and how to apply that to the benefit of the individual and the company. Suddenly everybody is on the bus and the plus is the calibre of people that make up a solid organisation,” Goss-Ross adds.
Most businesses are going through a period of self-reflection, of change and adaptation. Values and behaviours are being aligned to the objectives of the business and requirements to sustain operations within tough markets, Elingo adds.
“Change is good and if we are good, we need to be better,” he continues.