| TPI
Goes Through Operational Change |
|
| By
TPI VP's Mitch Peterson, Kirk Schultz, and Brett Erdmann |
|
The word
"change" appears to be so simple and innocent.
However, when one reads Webster's definition of the word, its
meaning may help to clarify and understand why so many people feel
uncomfortable with what it can represent. Human beings are
generally creatures of habit. Most of us find security in
things being consistent. We seek comfort in having
familiarity. Many times when change occurs in an organization,
there can be an automatic negative connotation associated with
it. In fact, even when the intentions of change are pure and
the goal is the overall betterment to the employees in the
organization, there still exists the perceptive risk that all change
creates fear, poor morale and pessimism. Many employees assume that
if there has been change in their business, it will send out poor
images to the public, customers, and staff. This may be true
in some circumstances. Even so, when poor images are prevalent
as a by-product of change, it is more than likely the result of the
leaders of the organization not communicating the reasons for the
change effectively and efficiently. Employees in an
organization such TPI deserve the opportunity to understand why
change has and will occur.
It is imperative that employees whom will
be effected by change at their properties must be clear of the
purpose and its significance. Of course, there will be
instances when it may be tough, uncomfortable or even impossible for
supervisors and managers to fully express to their team why some
changes occur due to honoring confidentiality and professionalism
standards. Keep in mind, it can be dangerous to underestimate
the power of honesty and openness when appropriate to communicate to
their team
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that change should be understood. It may not always
be good for every individual, but it should always be for the benefit and
improvement of the organization as a whole. Change, for the sake of
change, may create undesirable consequences. But, change with a purpose
to achieve specific goals and visions for the future is healthy and will prove
to be monumental to a growing TPI. For these reasons, TPI views change
as a positive and necessary event in the progression of our success and to
fulfill our goal as becoming the "Undisputed Champion" of management
companies.
TPI has enormous pride and sense of gratitude for all
the individuals that have starred in their roles in making the company what it
is today. Acknowledging that change in our organization is
healthy, by no means implies TPI hasn't been at the top of their game in the
past. It actually means the contrary. If all of us aren't geared
and ready for change for the future, we all run the risk of becoming a company
of the past. In the last 7 months, TPI has experienced the most
significant change in its history. The human resources challenges of
adding several new Managing Partners, a new Director of Operations, and the
merger with New Ulm Enterprises are just some of the most recent
changes. We are even on the verge of our largest development phase
yet. TPI also has changed its culture by focusing on obtaining true
leaders to run our businesses. We have raised the bar of expectations of
all our leaders. We will continue to hire the best and expect the
most. TPI believes this to be the essence of success. If change
needs to occur in TPI's path to achieve our ultimate goals, it could never be
perceived as anything but positive, especially when everyone understands the
reasons for change. |
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|
"Change is inevitable, except when it
comes to vending machines." |
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