I can’t begin to recount all of the conversations I have today with AEC industry professionals about the difficulties they experience when implementing change within their organization. The buzz term “change management” seems to be used for everything from lean process improvement to health and safety training.
Managing change is the new norm for most leaders tasked with making their companies more profitable through a more thoughtful approach to the work their teams do. Many leaders tasked with identifying areas for improvement and finding innovative technologies to change business practices face their most difficult barrier of all: their people. Getting team members on board to embrace change and stick with it oftentimes defines their ultimate success or failure.
For this video blog episode, I sit down with Kris Lengieza, Director of Virtual Design and Construction (VDC) for Stiles Corporation, to learn how he approaches change management. Lengieza shares a few nuggets of wisdom that at first glance may seem like common sense.
However, together they create a successful approach that has yielded measurable results. He believes that any effort to innovate should have one of two goals in mind: they should either help you win business or improve morale. (Even better? Achieving both.)
Believing sweeping windfalls of change don’t typically occur, he instead focuses on the small “wins.” With baby steps, he believes in breaking technology training down into small, digestible chunks through small learning groups or online training.
He also targets strategic people who are influential and can inspire change through their positive adoption experience. He then measures the overall success of this approach through a method he calls the “Superintendent Smile Factor.”
I’ll let Kris explain this one for you in the video… but I’m pretty sure you get the point.
Editor's note: This is sponspored content. The text was provided by the sponsor company.