Most leaders are not satisfied with their answers to some fundamental questions.

• Is your organization as productive as it could be?
• Are your people aware of and committed to the highest standards of excellence?
• Is energy directed toward your customer or the competition, or consumed by unresolved internal conflict?

Consequently these same leaders spend much of their time attempting to introduce change initiatives, many of which do not work. The reality is that resistance to change within an organization is a powerful force, which can succeed in blocking even the most well-intentioned and well-conceived initiatives.
In order to survive in today's marketplace, resistance to change is an issue that no organization can afford to ignore.

Over 40 years of research and success have proven the Grid Power to Change program an effective strategy to capitalize on change. Using a systematic approach and proven methodology, an organization is able to define and achieve standards of excellence.

Successful change efforts that have a direct, positive impact on the bottom line have several qualities in common:

• Top Led. The effort has strong buy-in at the top. This requires not only buy-in and support from senior leaders, but leading by example through day-to-day behaviours and decisions.

• Common Values and Understanding. People in the organization have a clear understanding of where they are in strategic terms and where they want to be. They have defined an ideal/actual model with clear strategies for how to close any gaps. Every division, team and individual knows his or her part, and feels committed to the desired results. The Grid theory is one way to accomplish this by using Grid styles and relationship skills to develop a common language.

• Team Driven. Team building reinforces individual development and begins to change the culture. When a group of people, as opposed to one person, starts functioning more effectively, the change, momentum and movement is underway.

• Skills Based Training. Cultural change requires both attitudinal and behavioural change. Employee training makes sure the concepts and language are understood by all people in the organization, not just a group in the middle or at the top. This creates support for the change by providing people at all levels with skills to contribute and "challenge up".

• Management Delivered. Companies set a clear example by having management and 'operations' personnel assist in the delivery of change initiative training. Having managers involved establishes that leadership is going beyond just talking about change.

• Measurement. It is important to recognize that one of the key ingredients to bring about change is measurement: "If you can measure it, you can change it." Successful change initiatives utilize clearly defined metrics on which to gauge degree of success. Please visit our siter site for additional 360 degree feedback information.

• Perseverance. Successful change takes time. Once an initiative and direction is decided upon, stick with it. Research shows that most successful culture change initiatives will take a minimum of three years to fully take 'root'.
  

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