By Rick Boxx
伊迪．絲奧德里克．哈維(Edith Onderick-Harvey註1) 在”哈佛商業評論”中撰文，討論了她所謂的「五個擁抱變革的領導者行為。」她表示，70％~90％的兼併和收購往往因為領導人的不情願而無法實現目標。然而改變是不可避免的，接受改變是必要的。讓我們來討論絲奧德里克．哈維所說的五種行為。
第二種行為是「看到願景和機會」。作者認為，領導者應該鼓勵所有員工往前看，並幫助他們看到機會。 馬里恩實驗室(Marion Laboratories)的創辦人愛溫．考夫曼(Ewing Kaufman註2)明白讓員工期待的價值。所以他們公司最知名的就是和所有員工舉行年度會議，並且宣布最具創新理念的獲獎者。
註1: 現任職NextBridge Consulting LLC的合夥人，也是一位作者。
註2: 是美國製藥企業家， 慈善家和美國職業棒球大聯盟的所有者。
版權所有2018 非傳統商業網路(前身為純全資源中心)。節錄自和Rick Boxx的純全時刻，這本刊物主要是從基督徒的角度來探討職場上正直這個主題。如果希望知道更多關於這個事工或是想訂閱每日純全時刻，請上這個網站: www.unconventionalbusiness.org. Rick Boxx最新出版的書提供用五個關鍵的神的方法來建立企業。
您組織中的領導者(包括您自己)- 是否歡迎並支持改變，或者他們是讓必要的改變更加的困難？解釋你的答案。 將改變看成一個「問題」或是一個「機會」 有什麼區別？ 為什麼有效地表達改變的重要性和原因是很重要的？此外，讓每個受影響的人都有機會回答，提出問題並表達他們在整個過程中可能遇到的問題，也同樣重要？請解釋你的理由。 你認為「計算風險和實驗」是甚麼意思？鼓勵這種作法的積極和消極因素是什麼？
EFFECTIVE LEADERS EMBRACE AND NURTURE CHANGE
By Rick Boxx
Writing in the Harvard Business Review, Edith Onderick-Harvey discussed what she called “five behaviors of leaders who embrace change.” She expressed the view that 70-90 percent of mergers and acquisitions fail to meet their objectives often because of the reluctance of leaders to accept and embrace necessary change. Since change is inescapable, let”s discuss these five behaviors that Onderick-Harvey cites.
The first behavior is to share a compelling, clear purpose. Have you ever had a boss demand something without telling you why? People are more willing to embrace change if they understand the reason that is compelling and clear. As Proverbs 20:5 teaches, “The purposes of a person”s heart are deep waters, but one who has insight draws them out.” Wise leaders clarify for themselves – and their team – the purposes for change.
The second behavior is to look ahead and see opportunity. The author contends that all employees should be encouraged to look forward and help surface opportunities. Marion Laboratories founder, Ewing Kaufman, understood the value in engaging his staff in looking forward. The company was famous for holding annual meetings with all staff to announce the winners of the most innovative ideas.
Proverbs 20:12 says, “Ears that hear and eyes that see – the Lord has made them both.”The Lord gives each of us eyes and ears to scout out new opportunities. Unleash that quality in your staff and change will go easier.
The third behavior is to seek out what”s not working. There is always a need for discovering problems, but especially when major change is taking place. I once worked for a CEO who started off well. He visited the branches and listened to views from all levels of staff. It didn”t take long, however, before this CEO isolated himself. There were many significant problems he rarely heard about.
In Proverbs 28:22 we are told, “Those who trust in themselves are fools, but those who walk in wisdom are kept safe.” When change is in your midst, make sure your staff feels safe to express their concerns.
The fourth behavior is to promote calculated risk taking and experimentation. When confronted with risky opportunities, many organizations tend to ask, “Why?” Companies that handle change well tend to ask, “Why not?” Without the opportunity to take calculated risks and to fail occasionally, innovation will be stifled.
God gave man the freedom to make mistakes, even big mistakes. In Genesis 2, God said, “You are free to eat from any tree in the garden; but you must not eat from the tree of the knowledge of good and evil.” To manage change well, give your staff the freedom to innovate and take reasonable risks without fear of reprisal.
The fifth behavior is to look for boundary-spanning partnerships. Many businesses have departments or “silos” that hinder a unified approach to advancing the business. A large bank was implementing a major technology change that was going to impact many different departments. A team was formed that included key people from each of the departments. This approach allowed us to learn and address the unique challenges for each department, bringing a unified resolution to the problem.
Psalm 133:1 says, “How good and pleasant it is when God”s people live together in unity!”Boundary-spanning partnerships can help your organization strive toward greater overall unity.
Copyright 2018, Unconventional Business Network. Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. To learn more or to sign up for Rick”s daily Integrity Moments emails, visit www.unconventionalbusiness.org. His latest book, Unconventional Business, provides “Five Keys to Growing a Business God”s Way.”
Do leaders in your organization – including yourself – seem to welcome and facilitate change, or do they seem to make changes more difficult to implement than necessary? Explain your answer. What is the difference between viewing change as a problem – or an opportunity? Why is it important to not only effectively communicate what changes must be made and why, but also give everyone affected the opportunity to respond, ask questions and express concerns they may have throughout the process? How do you understand what is meant by “calculated risk taking and experimentation,” and what are the positives and negatives of encouraging this approach to change?
NOTE: If you have a Bible and would like to read more about this subject, consider the following passages: Psalm 37:4-5; Proverbs 3:5-6, 11:14, 15:22, 16:3, 19:20-21, 20:18, 27:1; Isaiah 43:18-19