Strategic Guide to Organizational Change
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Speaker : AMY J KEELY
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When : Tuesday, January 14, 2025
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Time : 01 : 00 PM EST
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Amy J. Keely is an award-winning supply-chain marketer with over twenty years of business experience working for small businesses as well as billion-dollar corporations - in a variety of industries – primarily within the disciplines of marketing and operations.
Amy’s specialty areas include supply chain marketing, generational workforce management, small to midsized business growth, and healthcare advocacy. She holds a Bachelor of Arts in English from the University of Michigan with an influence in psychology and communication, and attended Cambridge University in the UK for International Studies. She also holds a Master’s in Business Administration (MBA), a Master of Education (M.Ed.); and a Ph.D. ABD in Philosophy, Aesthetics, and Art Theory.
Her successful marketing campaigns have resulted in earning the highly prestigious industry awards of the American Marketing Association Award and Silver Microphone Award. Amy has traveled extensively throughout the U.S. and globally to countries in Europe and India. It has helped her have a deeper understanding of various cultures in global business.
She has taught classes at both business colleges and art schools in the following disciplines: Management, Business/Business Law, Marketing (Advertising/Digital Media, Public Relations, Sales, Customer Service), Human Resources, English, Communications, Photography, and Fashion Merchandising (Consumer Behavior, Visual Merchandising, Import/Export Taxation, Inventory & Stock Control, Forecasting, etc.).
In addition to published case studies written for the workforce management industry, she is a published author from one of her Ph.D. papers titled The Evaluation or Valuation of Art: An Artist’s Dilemma. Her peer reviewed paper was published in the International Journal of Art and Art History. She is a keynote speaker at major events and conferences as well as being invited to speak at a TEDx event at Grand Valley State University.
- Get a Plan: Before you tell your team that changes are coming, make sure you have a valid plan in place. The workers will have questions, and if you haven’t thought the whole thing through, then they will be even more fearful.
- Share As Much Information as Possible: Organizational change can be tricky, and it will often develop in waves. It will also include some information that you are not able to share with your team. Remember that people fear the unknown, and if your employees think you are on the level, they are less likely to jump ship and seek work elsewhere.
- Be Honest: Not all change is negative. So the positive changes make it easy to have complete transparency. When the change involves a negative impact, it may cause you to sugarcoat upcoming changes and possible outcomes. Remember that once you lie to your team, they will no longer trust you. Their lack of trust may create an entirely new set of problems for you.
- Keep the Conversation Ongoing: Invite feedback. Keep your employees abreast of new developments and be open to their comments and criticism. Openly explore their concerns and address them as much as possible while providing only the information you are authorized to share.
- Spell it Out: Sometimes it is easier to explain where the company is headed through charts and graphs. By showing the employees where the company started, and the direction it is heading towards, you are more likely to have them buy into the changes so they can take pride in helping the company achieve success.
- Education: If there is going to be an upgrade to technology in the company’s changes, be sure to offer training sessions. Some workers are intimidated by technology and fear failing and being left behind. In addition to the training, be sure to offer one on one mentoring to anyone having difficulty learning the new program or processes.
- Inclusion: Wherever possible, invite your employees to participate in the decision-making process. Even though this won’t be possible in all aspects of the company’s transition, it is important to allow the employees to enjoy small victories along the way. It may also give management a different perspective or a side to an issue they had not already anticipated. otherwise.
- Rome wasn’t Built in a Day: The more notice you give to your employees, the more time they will have to mentally adapt to the idea of change. This will also give them time to present any questions or concerns they may have. Once they have accepted the idea of change, it will give them time to embrace new ways of doing things as the old ways are gradually phased out.
- Watch and Evaluate: Once the wheels of change are in motion, it is important to keep an eye on how things are going throughout all phases of the change. While it is important to see how things are moving along on the mechanics side of implementing changes, it is also important to report your findings to the higher-ups. This way you are providing important feedback to the stakeholders in the company and keeping them in the loop.
- Remember Who is in Charge: It is important to remember that while you want to keep the employees happy, it is also essential to maintain your leadership role. Although you may get a lot of pushback from employees who are set in their ways, it is important to maintain the level of respect that is due to a team leader. Your superiors will expect you to prioritize their wants over the employee's requests and requirements. Although you do not want to replace employees, if necessary, you are willing to do so.
Areas Covered
- Having a plan in place
- Communication
- Honesty
- Conversation
- Simplicity
- Education
- Inclusion
- Endurance
- Metrics
- Leadership
Who Should Attend
- Small and Mid-level Business Owners (500 employees or less)
- Corporate Leadership (500+ employees)
- Sales Managers and others in Leadership Roles
- Human Resource Professionals
- Corporate Account Managers and their Operational Leadership
Why Should You Attend
The current dynamic of the workplace is changing. Technology changes, labor laws change, and world economics change. In fact, like death and taxes, the need for change in the workplace is one thing you can definitely count on. Your organization must anticipate change and be ready for it. Change requires planning and flexibility. Corporations get bought and sold, restructured or simply grow to new heights which require new methodologies.
Many people (especially in the workplace) get caught up in processes. Processes create a steady workflow and can even make some jobs effortless. People get into a habit and don’t need to put much thought into the job they are performing. However, as the world turns and companies need to incorporate new policies and technologies, it will require a change in processes, requiring employees to make changes.
Workers may automatically give negative feedback, because they may automatically assume these changes are going to lead to wage cuts or layoffs. As a manager, you must take into consideration that they feel uncomfortable or even fearful of change. That is where you will need to set the tone for the change, assure your team that it is in the best interest of everyone involved as you navigate them through the unfamiliar territory as effectively as possible. Even if you are not keen on the idea of the new changes yourself.
As part of the leadership team, learning how to manage organizational change will be paramount to successfully performing your job.
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$160.00
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