HVACR Business

APR 2017

Help hvacr contractors master the critical components of business management.

Issue link: http://digital.hvacrbusiness.com/i/810030

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Page 11 of 27

12 HVACR BUSINESS APRIL 2017 www. hvacrbusiness .com continued from page 11 and check to ensure your data is correct. Use all your resources, such as your man- agement team, business coach or peers to evaluate your problem before shooting from the hip. Too much change, too fast can be dif- ficult for some people to absorb. If you're always "chasing the shiny object" and look- ing for the magic solution, your technicians learn to watch and wait until it blows over. When you commit to change, it's im- portant to put processes in place that keep the change working. An example of this would be rolling out a new purchasing process with a new vendor and later find- ing out everyone continued to purchase at the old vendor, because the account was not closed or the purchase orders were not scrutinized. If the old way is still available, then many will continue to use it. ere are some techniques that will make change management a lot easier. If you make changes the right way, it can go smoothly. If you make changes the wrong way, it can be mutinous. Identify Identify the biggest challenge you're go- ing to face when making a change. Write it down so you can make a plan to address it. If there is more than one challenge, then write those down as well. Make action plans to overcome them. Identify which or all of the following categories will be affect- ed by this change: • People's development • Process change • Personal growth • Technolog y It's also important to do some self-eval- uation to determine if the area affected by this change is aligned with your strength, or if someone else is better suited to lead the charge on this change initiative. For example, if you're not technically in- clined, you'd probably not be the best per- son to implement tablets in the field. You may not have a choice, but if you do have better options, use them or identify outside resources to support you. Whenever practical, beta test the changes you're putting in place. One area where this is particularly important is pay. Changing a pay plan without having a thor- ough understanding of the effects it can have can be costly and make you look bad. Sometimes, we don't know what we don't know until a process is tested. Support List Make a list of the people or groups of people who will be supportive in imple- menting the changes you want to make. Determine how receptive they will be to the change and who will be your support- ers. It's helpful to enlist these supporters as "change agents" to help influence the rest of the team "that this is going to be okay" or "this is no big deal." It helps if these sup- porters are respected leaders within the company. Next, identify who or which groups will be your biggest challenge in implementing this change. Sometimes these are techni- cians who have been with you a long time and who are more rooted in the old ways. Try to identify why they are resistant to the changes you are implementing, and look for ways to make the change positive in their eyes. is will not always be easy, or even possible, for that matter. Look for other areas where you may need to make a concession or have thought about changing. It will be easier for some- one to absorb change they consider nega- tive if there is some obvious upside at the same time. continued on page 14 Despite the fears associated with change, it's easier to internalize and embrace a situation when the leader asking them to change has earned their respect and had their backs.

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