It is not the strongest or the most intelligent who will survive but those who can best manage change.Charles Darwin
We’d all agree that change isn’t easy, but it is necessary. Often, change is needed to respond to unexpected events that could challenge or compromise the business. Sometimes change is required to allow the business to capitalize on new opportunities.
But many times, the catalyst for change is strategic planning. The best leaders routinely look at the vision and direction of the business to determine what will be needed for continued success, and regularly launch initiatives to drive the business in the necessary direction.
Our Strategic Realization Process is a paradigm shift in a world where organizational change is the norm. Yes, the approach is designed to ensure that structures, systems and processes are put in place to drive measureable change. But it’s also designed to excite and engage employees, customers and other key stakeholders in the effort.
We are seasoned executives who know that leading change is not an academic pursuit, and that piles of comprehensive reports will not naturally translate into action. We are pragmatic partners who know that the achievement of results requires vision, expert planning, thoughtful execution, the ability to energize and mobilize a workforce, and relentless monitoring and renewal. For us – and our clients – managing change is important, but realizing results is critical.
At Metajourn, we understand that strategy, agility and execution are at the heart of a winning business. But architecting and leading a business to results isn’t easy. Leaders are faced with constant distractions that can easily derail even the most energized initiatives. Our approach to Strategic Realization ensures the orchestration and alignment of the right resources in support of comprehensive (yet flexible) plans, designed to achieve our client’s stated objectives.
Over the years, we’ve learned that no matter how large the client, how big the budget, how many people have been allocated to a project, implementing change takes time and effort, and our clients appreciate our help.
We enable our clients by building their capacity for change. For some clients, that means working alongside them to develop the competencies of their people until they are comfortable working on their own. For other clients, it means helping them quickly identify and respond to challenges and opportunities by leveraging our staff to enhance their own internal capabilities. And for others, it means working in partnership to fill gaps in knowledge and expertise.
A good leader is one who can tell another how to reach his or her potential; a great leader is one who can help another discover this potential for him or herself.Bo Bennett
Employee Engagement is not a synonym for Employee Satisfaction.
Employee Satisfaction measures an employee’s level of happiness at a particular company and/or in a particular role, while Employee Engagement measures one’s enthusiasm and is said to be a predictor of the amount of effort an employee is willing to invest in their work and in the company they work for.
Employee Engagement is achieved when an organization creates an environment and a culture that fosters the highest levels of hard work and productivity. Although there are many definitions for Employee Engagement, and some dispute about its relationship to performance and results, Employee Engagement is critical for the quick adoption and long-term success of any significant organizational change.
At Metajourn, we focus on helping our clients gain buy-in and commitment to critical change initiatives.
Although many factors can impact an individual employee’s level of engagement, the goal is to institute practices that promote engagement and retention across the organization. We work with clients to develop strategies and tactics that recognize the interdependencies between organizational change and Employee Engagement, and design solutions that employ the key factors of success.