Change Management for Landscapers

An often-repeated phrase is that successful organizations embrace change.  In actuality, the understated truth is that leading organizations enact change.  That is to say, they do not merely respond, react, or adapt to change.  Instead, they initiate the change.  That strategic advantage places them ahead of the competition, in front of the best practices, and demonstrates an advanced mindset focused on the future as they clairvoyantly define it.

This proactive disposition represents organizational self-management in that the company actually begins, refines, and builds upon the self-induced change according to its own pace, standard, and destiny.  Not content to follow the competition, nor replicate others’ efforts, leading organizations confidently identify the desired ambition, craft an urgent path, and inspire their workforce toward collective success.

The complexity, speed, volume, and breadth of change applies to internal factors such as organizational structure, procedures, staff, and decision making, as well as to external factors like competition, legislation, public opinion, and resource availability.  In order for change management to be re-conceptualized from an adaptive response to a strategic advantage, the following features should constantly be examined, discussed, and imagined:

• Defining the Desired Destiny
• Process Improvement
• Gap Analysis
• Overcoming Resistance
• Creating a Change Culture
• The Guiding Coalition
• Performance Consulting Paradigm
• Human Resources Audit
• Communication Strategies
• Employee Attitude Surveys
• Transformational Leadership
• Organizational Restructuring

Clairvoyance is a strategic advantage.  Substantive change management relies on vision tempered by reality, discipline bound by flexibility, and leadership draped by collaboration.  Always have a strategic advantage.