Today's managers are challenged by the winds of change as they swirl in seemingly paradoxical expectations. Organizations challenge managers to deliver better products or services at a faster pace while reducing costs, and to get the best performance possible out of an often insecure or cynical workforce. These outcomes appear contradictory at first glance. However, upon closer examination, a common denominator to these expectations is found. It is the human factor that provides the managerial link to achieving these desired outcomes. Several factors influence successful linkage to performance.

It is imperative as a manager that you assess your personal perspective of a change initiative. The initiative may involve restructuring, merger, innovation, or organization turnaround. Whatever form the change presents, begin with yourself. Ask yourself if your personal career is at risk. If so, are you willing to take the risk? Seek the opinion of others who have managed similar situations. Once you reach a decision, you must focus your efforts toward the success of the organization. A change leader cannot lead without personal conviction. Be prepared to support strategies that may not be to your immediate advantage.

Although managers must lead employees into change as a group, each member of the group must be treated as an individual. View employees as a composite of individual customers requiring different approaches to achieve desired outcomes. One approach will not fit all. Use this as a springboard for creativity. Focus on the informal leadership network among employees, and convince the leaders to join you in promoting the change.

Address rumors and fears by sharing verifiable information as quickly as it becomes available. Recognize that uncertainty is a corollary of change, but misinformation and innuendo need not share this parallel. Communication is the key to creating an atmosphere of openness and trust. It is very change compatible. Also, explain why change is necessary at every opportunity. Highlight ways change will improve the organization, and encourage employees to seek opportunities for improvement on both organizational and personal levels. Show them how this will help them gain transferable skills as they move through the change process.

Finally, liberal use of the "lip-lock" key is necessary when employees just need to vent, and want someone in management to listen. Listen attentively, and show respect for their opinions. The way you treat employees at the beginning of a change initiative can impact employee performance which in turn impacts organization performance. After all, change management is reduced to its common denominator when managers focus on the human factor.