Change is easier if you stop taking personal responsibility for it.
Are you feeling battered, bewildered and buried by the barrage of demands being made on you? Is the conflict between cost-cutting and maintaining services a cruel conundrum that has you at your wits end? Is the only light you see an express train heading in your direction?
Of course you can hardly be criticised if you feel that way. Unfortunately, as you well know, the problem isn't going to go away. In fact things are likely to get worse unless you find a way to get on top of them right now.
Now you don't need me to tell you that. You are all too well aware of the demands that are being placed on you. However, to master change you need to be aware of the nature of what is happening, and why.
Traditional business culture is one of command-and-control. Rules, regulations, and red tape have governed the time, place and method of the way you do things. Such an environment does not encourage innovation, individuality or enterprise. You could even say it is undemocratic, for it is a system that is at odds with the principles of individual rights and freedoms that underline democracy. Thus it is perhaps inevitable that it would come under strain. It is no wonder then that people claim command-and-control is 'dead'. The only problem is that we haven't yet found its replacement.
But, have you thought that perhaps the solution is staring you in the face? Maybe it is simply to create a more democratic workplace. After all, innovation, individuality and enterprise are personal qualities. So, if they are what you need to give you your competitive edge, you need to look to your people to provide it.
When you think about it, it is pretty obvious. You are already aware that your people and their knowledge comprise the bulk of organisational value. After all, ultimately value is determined by, delivered by and optimised by people. So why not do more to align your organisational interests with their self-interest? What better way is there to create greater employee engagement?
We have already seen this in the cracks in capitalism caused by too great an emphasis on profits and the failure to look at the bigger economic picture. Well, the same mindset means that you still tend to regard your people as a cost. Yet this is no longer appropriate. If your people constitute the bulk of your organisational value you have to focus on them more. So the way to optimise organisational value is to value your people more.
When you value your people you create a massive multiplier effect. They feel appreciated and a greater sense of belonging. This in turn facilitates the creation of shared values and enables you embed enterprise, energy and enthusiasm and that is what employee engagement really is. Create that and you don't have to worry about employee engagement – it becomes an effect rather than a cause to be chased.
Not only that! With them taking greater ownership you will no longer find change as onerous as you do at present. You will give yorself a better present and create a better future.