All language subtitles for 12 - Case Study English

As another example, let me share with you the true story of a global company in the oil and gas industry.

This organization, which I won't name, operates in several countries and has several thousand employees

due to recent turnover at the very top of the organization.

Many changes are occurring, but that's to be expected.

Right.

However, in addition, the oil and gas industry has been suffering lately.

That's another factor which is causing a lot of change.

Many people I know what the company are clearly upset because the new leaders talk about a new direction

they want to take and that they will be announcing new changes to the organizational structure and the

pay structures and how excited they are about them.

Sounds like a great motivational approach, right?

Well, here's the problem.

They keep talking about these exciting changes, but they have not yet announced exactly what many of

those changes are.

And they've been promising to make these announcements for over a year already.

The one change they did make was to the sales staff pay structure, which calls for holding back a significant

percentage of their commission to be paid out at the end of the year, just to imagine the reaction

of the sales staff to that change.

Not so exciting.

So the people at the top of the company are so focused on the planning and budgeting of the changes

that they are not focusing on the people.

Where are the resources for these changes coming from?

How will these changes affect employees?

How should they be communicated to the general staff?

When should they be communicated?

How will they ensure that the vision is getting from the top to the bottom of the company?

At this point, none of these questions have been answered.

There has not been a good balance between setting the vision, gaining commitment and motivation, as

well as planning and budgeting and resource allocation.

Many people are beginning to leave the company, almost 50 percent of the sales staff alone have left

in the past year.

This is a prime example of the failure to find the balance between leadership and management.

By the way, when changes are coming fast and furious in your organization, it's easy to lose track

of finding the balance between management and leadership.

So make sure to stop and involve your staff sooner rather than later through communication, feedback,

collaboration and participation, weaving them into part of the change to better gain their commitment.