There is a common misconception that it takes a lot of time and effort adopting change. This is not a myth, this is a true statement. However, by not implementing an active safety management system, your agribusiness will cost you much more than your time.
We all get fixated on our daily to-do lists. We know there are often better ways to execute tasks but fail to find the time or set clear goals to carry out the change.
Having a discussion with a change management expert recently, it became very clear that change can only be a success if each of these steps are carried out.
Kotter’s 8 step change model, developed by John Kotter has proven that major change efforts unfortunately do not always have the desired outcome. With only a 30% success rate, find out why many organisations fail to achieve their intended result.
No matter how big or small your agribusiness is, you can implement changes you just need to adopt these 8 steps.
1. Create a sense of urgency
The first step is the most important. Make everyone aware of the need and urgency for the change. You need to communicate openly and honestly to get your workers on-board. Highlight potential threats or risks associated by not implementing this change to convince your workers that it is the right decision for the company’s future.
2. Build a guiding coalition
Build a team that can help you implement the change. By requesting feedback from your workers, you can have an open discussion about the current process and what it would take to make some improvements. You may learn that the current situation is working well but just needs to be recorded more efficiently. The goal of the team is to function as a sounding board which enables open communication.
3. Create a vision for change
By creating a clear vision, everyone can understand what the business is trying to achieve within an agreed timeframe. Communicate how the future will be different from the past and link it back to the vision. At Safe Ag Systems’ we often hear how challenging the implementation phase can be. The software is the gateway to change but without a strong vision, it’s difficult for workers to connect, engage and own the change.
4. Get everyone on board
Once you have created the vision you must find a way to get support and acceptance amongst your workers. To be honest, this is the hardest step. Every chance you get, listen to their opinions and concerns and take them seriously. This must be fully adopted across the entire business.
5. Remove barriers and reduce friction
Before change is accepted at all levels, it is crucial to remove obstacles that could undermine the vision. By openly discussing the change with all workers, it will become very clear who are resisting the change. To encourage acceptance, it helps when their ideas are incorporated and implemented in the change process.
6. Generate short-term wins
Nothing motivates more than success. Create short-term goals so that your workers have a clear idea of what’s going on. It’s also a good idea to continuously acknowledge the progress. In time, it will be clear that the business is changing course.
7. Sustain acceleration
Change is a slow-going process and it must be driven into company culture over time. Quick wins are only the beginning of long-term change. Try not to make the mistake of declaring victory too early.
8. Set the change in stone
A change will only become part of the company’s culture when it has become a part of the core of the business. Change does not happen by itself. Regular evaluation and discussions will help to support the change. Use your tool box meetings to report on current success (or use it as an opportunity to remind them how far you still have to go).
How can we help?
Our company is focused on making the on-boarding process as simple as possible. Using Tutorials and talking to our team will help you make the most of the software. It will require some time and effort but once you have set up your system, you will save hours on repetitive tasks that you need to take care of when a new employee starts, a new machine has been purchased or a new hazard has identified. Think of how long it would take to track down a printed induction, create a new SWP for the new machine or remember who is aware of the identified hazard.
Be realistic and clear on how you are going to (once and for all) set up your safety system.