A Movement for Change
A marketing manager was hired by a commercial bank located at the heart of a financial hub. The manager was given the task to create new systems and procedures and submit for management approval and implementation. The initial action done was to observe the front line operations in the branches as well as in the head office.
In due time, the manager submitted the evaluation report and recommendation for the following:
The manager did not expect that top executives will agree with all the recommendations. There were those who commented that it might not work. While the others, reacted about the expected expenditures for the projects.
The following were highlighted by the manager for the approval of the above projects.
- Since there were those who are troubled in accepting the idea, the benefits were illustrated with examples based from previous experiences.
- People initially respond to the demand for change by sorting out blame for the original problem. The job done by the manager was to focus the discussion on what’s wrong and how to fix it; not who’s wrong.
- Through persistence. When the message is repeated over and over again, it eventually gets through.
Finally, all projects were approved by top management and successfully implemented.
The benefits being in the forefront of a movement for change carries with it a deep sense of satisfaction from knowing that someone has contributed something for a better organization.

