Your organization has just assigned a new CEO to run the business. Your new CEO
ID: 344890 • Letter: Y
Question
Your organization has just assigned a new CEO to run the business. Your new CEO has a very different mission and vision for the organization and wants to aggressively change the culture of the organization. You are not fully on-board with the changes and you know your team will not be on-board either. However, not being on-board will only lead to resignations and/or terminations.
How do you lead your team through this transition? What do YOU do to get them on-board? How do you get their buy-in to the changes & new culture?
Explanation / Answer
When the CEO tries to implement new culture, it will lead to so many changes in the organization along with changes in company polices. All these changes may create confusion and uncertainty among the employees and the employees may feel doubtful about job safety and their position in the organization. So in order to lead my team successfully through transmission and get them on board I need to communicate the changes effectively and train the employees properly.
I will communicate the changes to the employees and the employees should have proper communication on the changes. When there is clear communication, there are less chances of uncertainty. After communicating the changes I would conduct a discussion with the employees to clear their doubts and convince them on the benefits that can be achieved through the culture. I would emphasize the point that the employees are not going to lose their job due to the changes because the main reason for resisting changes is the fear of losing the job. I would try to answer all the doubts which would make them confident on adopting the changes. I would also arrange training programs for the employees on how to behave in the new culture and train them with the new skills that are required to perform in the new environment. This will help the employees to change accordingly and be on-board with less chances of employee turnover.
I can get the employees’ buy-in to the changes and culture only through trust and commitment. I need to build their trust and commitment on me and organization by ensuring that we value our employees and would not implement any changes that will harm them. I need to understand the benefits of transition thoroughly and convince the employees with the benefits. I would ensure them my support in all their needs related to the transition. Employees would be ready to accept the changes when they understand the benefits and are provided with assurance on support and job safety.
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