MANAGING A CHANGING BUSINESS ENVIRONMENT

All too often, when we’re wrapped up in running a business, changes that could and should be made can be overlooked. This is a mistake, and one to be avoided, says Helena Cotter

As business owners, we can be resistant to change, wanting to stay put and do things the way we’ve always done them. This is understandable, because we all get comfortable and settled in our ways and habits.

Change can sometimes be viewed as difficult and time consuming. When we get stuck in a rut – or in the past – we will inevitably have to play catch up, while trading at a competitive disadvantage.

And any staff you employ may well like things just the way they are/ always have been, and that is also normal. Even more of a reason to have a plan in place.

Getting organised

As you are all in this together, as a team, you will need to think about who to involve in terms of specific duties, whether on the shop floor or in admin, and how to set in motion the changes you want, and need, to implement. This is crucial because an individual team member’s legitimate fears and concerns may include: • The emotional roller coaster • Unfamiliar territory • The future of their job • Their future status • An increased workload. • Lack of control Where there is no demonstrable resistance – it may be hidden. It is your job to gently probe to discover any issues that may arise later in this process.

Tips for managing and embracing change with your team

• Don’t forget to plan changes. Include positives, negatives, short- and longterm goals, and provide any new skills training that may be required. • Avoid involving team members, too, early as you don’t want to create a climate of nervousness, or anxietyladen staff, which can spill onto the shop floor, undoubtedly impacting negatively on customers. • Remember, resistance or criticism of change by staff can be well founded. Everyone is going to have an opinion. It is important to overcome resistance or challenges by working through them together. You can do this by listening and inviting them to evaluate changes. • Changes you make should always bring direct or indirect benefits to your staff and customers. Having said that, staff should always be your number one priority. • Involve your team fully when developing and planning long-term change. They will feel valued. It is proven that when staff feel valued their motivation and success levels rocket. Happy staff means happy customers. • Keep changes at a pace and level you and your team can cope with; you don’t want to come unstuck. There are limits to growth in a small business, and it is important to recognise them and work within those parameters. • You should always aim to foster fresh, vibrant change. Sometimes radical change is needed to meet the needs of ever-changing and dynamic markets. • Successful bridal retailers and other bridal industry professionals don’t stand still. Constantly evolving to delight and inspire their customers and becoming the ongoing market leader is one of the great keys to success. And in turn, how fabulous to have a team of dedicated, passionate staff sharing your vision and goals for the business. • Analyse changes you have made over the past few years. Were they successful? Which changes need modifying again? Focus on key areas first, master them and then expand more widely as changes become the norm. The more you embrace changes the easier it will become. • Draw your team in using education

and communication. Manage their expectations with care. Discuss the areas of your business where you wish to change systems and procedures. • Demonstrate why you feel the changes are necessary and how working together will help streamline and transform the business environment and make it better for everyone. • Show confidence and strong leadership in the future vision for your business. Your team will follow your lead. • Aim to change the culture of your business carefully in a measured way to ensure that everyone supports and is fully engaged in changes as and when they happen. • Provide emotional reassurance to your team. I favour an open-door policy. Remote management has its limitations and in a busy retail environment, perhaps not the ideal.

I’ve spoken to many new and existing clients over the past year or so, a great number of whom have had their boutiques and office premises redecorated. What a great way to breathe new life into your business, and your team. If you haven’t done so already and wish to revamp your premises, ask the team for their feedback and input re colours, furnishings etc. Nothing beats going to work in what is effectively a new premises! It doesn’t need to cost a fortune either.

To your customers, giving your business a facelift exudes an air of confidence and longevity – this will help build trust. It shows you aren’t a flash in the pan – you are there for them for the long haul.

Good customer flow is vitally important when trying to give your brides a straightforward buying experience; keeping bridal fog, as I call it, to a minimum. I am not a fan of what I consider are log jams.

Ask your team if there are any shop floor rearrangements (where possible) they would like to see that could help with that flow; they are the ones who are at the coal face, so to speak, so invite ideas from them.

Have informal staff meetings. It’s a way to impart and manage change by actually showing your team how you’d like it done, and by what methods you can use to achieve goals. And, where you want to be in your business and how, as a team, you can get there.

Vital feedback

This also provides the ideal environment to invite regular feedback, progress reporting and problem solving. This will unite the team, and that in turn will lead to new ways of thinking, and promote further change. Also, it avoids problems building up. They can be dealt with early on which is far healthier when working in a close-knit team.

When you decide to make changes, carry them through. Keep your promises. Be adventurous and brave! This is what you want to experience in your team and your customers alike, so why not you too? All will feel encouraged by your good vibes and want to be part of this exciting journey.

Set up challenges – perhaps sales targets. Once met, reward and celebrate collective achievements.

Assign responsibilities to individual staff members. This will help develop their commitment to you, and each other, and work wonders for their motivation and self-confidence.

Helena Cotter

E: info@helenacotter.co.uk W: www.helenacotter.co.uk Insta: hccoaching Twitter: @HCSalesTrainer Linkedin: Helena Cotter