Maximising the Impact of Major Projects
Nurturing Leadership Amidst Change.
At Industry Partners Australia (IPA), we have been privileged to collaborate with numerous iconic organisations across Australia. Throughout our experiences, a common thread has emerged regarding the treatment of major projects and organisational change. Oftentimes, leadership becomes absorbed in their protective caves, working tirelessly to ensure project success while inadvertently neglecting the broader landscape of the business. As a result, the implications for middle and frontline leadership can be profound, with adverse effects on employee well-being and retention.
Addressing the Challenges of Change:
Change is inherently met with resistance, as individuals naturally harbour a reluctance to embrace the unknown. Even those who claim to enjoy change are typically leading the charge, possessing a deep understanding of its implications. Consequently, concerns and unanswered questions may accumulate, fostering stress within the organisation and prompting valuable personnel to seek opportunities elsewhere.
Mitigating the Negative Effects:
Fortunately, there are several strategies organisations can employ to retain their best talent during significant projects and periods of change. These include:
⇒ Project/Change Management Programs: Implementing structured frameworks and methodologies specifically designed to manage and navigate change effectively can minimise disruption and provide a sense of stability for employees.
⇒ Communication: Transparent and consistent communication channels foster trust and alleviate uncertainties. Leaders must keep their teams informed about the progress, challenges, and future vision of the project, ensuring that everyone feels included and valued.
⇒ Making People Part of the Journey: By involving employees in the decision-making process and seeking their input, organisations empower individuals to take ownership of the change. This involvement fosters a sense of purpose and increases commitment to the project's success.
⇒ Financial Rewards: Offering incentives and rewards to employees who contribute significantly to the project can boost motivation, morale, and engagement. Recognising and appreciating their efforts reinforces their value within the organisation.
Investing in Leadership Development:
While the aforementioned strategies are considered standard practice for many organisations, it is crucial to recognise the importance of investing in middle and frontline leadership during such transformative periods. Rather than retreating from external activities and training, organisations should encourage their leaders to engage in events and networking opportunities. At IPA, we advocate for the opposite approach, encouraging our members to expose their leaders to a broader professional community. This exposure allows leaders to interact with peers who may have encountered similar challenges, facilitating mutual learning and an understanding of the potential benefits of their initiatives.
The Value of Engagement, Learning, and Appreciation:
Attending events and participating in professional networks cultivates engagement and provides valuable learning opportunities. Equally important, these experiences reinforce a sense of value among leaders. The benefits derived from engagement, learning, and appreciation are substantial for both individuals and organisations, yielding short-term and long-term advantages.
Conclusion:
The cost associated with recruiting and training new talent has become increasingly significant in today's competitive landscape. However, the price of losing exceptional personnel extends beyond financial implications. By prioritising effective change management strategies, transparent communication, involvement of employees, and investing in the development of middle and frontline leadership, organisations can retain their best talent during major projects and foster a culture of adaptability, resilience, and growth. Embracing change as an opportunity to strengthen and evolve, organisations will thrive in the face of transformative endeavours.
