Your organization has grown from a smart yacht run by owners to a huge cargo supermarket managed by a consortium. How can you maintain your cycle, profitability and maneuverability while running the engine at full capacity and keeping everyone on board?

Some of your crew are old hands They were pulling ropes there to sail safely during the early days storms. They knew every crook and crane of the old yacht, traveling through Samsant during the darkest nights and predicting the weather coming from observing the clouds on the horizon. On the new ship, those old hands are lost – there are many unknown lanes, the complex computer driving the engine, the automatic way of the automatic way using the satellites, and even weather forecasts are provided by the algorithms. What is the benefit of their knowledge of marine navigation, seas and message? Old hands feel redundant and insecure at their sites.

To help operate the complex ship that I took on New Crew They have never pulled a rope in their lifetime, but they can program a complex computer, operate an autopilot, and interpret weather data. Don't bother looking out the window to validate the weather algorithm. When old hands tell the new crew the best way to ride the ocean swells, they don't listen, instead they release more fuel into the engine to power it over the conditions. The new crew believe that the old hands are unnecessary.

You know that to make progress the ship needs both old hands and new crew. So how do you get them working together in harmony – as a team?

You must first define the next destination for the ship, with clear intermediate outlets along the way. You share this plan with all of your crew, ask for their inputs and listen to their suggestions, so that everyone understands the way forward. You know not everyone will agree with you, but you don't leave dissidents out of discussions, because you know that this can create unhelpful breaks in a team.

You can create teams that include both old hands and new crew, helping them understand each other's strengths, ways of thinking, and communication – so they can work better together. Explain to Old Hands that a complex computer will make your ship more efficient and profitable, especially as the new crew knows how to get the best it can; and you explain to New Crew that some corals are not used in the advanced navigation program, so knowing old hands is crucial to your progress Security.

From the beginning you aimed to create a comprehensive work culture where everyone is evaluated, information is shared and every staff is clear about their roles and responsibilities. You can reduce role conflicts and limits. You encourage the crew to be flexible and proactive. Fixed mentalities lose in the constantly changing economic and commercial climate.

Everyone in your team is encouraged and expected to continue training and constantly developing their knowledge. You know that even the new crew will lag behind changes in the industry if they stay steadfast. The success and development of your ship is directly related to the knowledge, experience and talents of your crew. You should ensure that the training is always relevant and does not leave anyone outside. You want your staff to see training as a reward and not a routine task, so you regularly combine theory and practice in rewarding team building days.

You encourage clear and timely communication. This way any issues are brought up and quickly handled. There is transparency and fairness in the feedback and assessments. You know that "thank you" is well placed to go a long way in building relationships and loyalty. When disputes arise between the crew, you can mediate or find a separate party to help, to ensure each side feels hearing and has an opportunity to understand the other point of view. Try not to side.

Lead an example and adapts your leadership style to changing circumstances. You act with integrity and integrity towards all of your crew, even those you do not deal with personally.

Sometimes, despite all your efforts, the important crew finds it difficult to be part of your diversified team. You know when to leave her and wish her well on her way.

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As an executive coach and entrepreneurs, I regularly see tensions between old and new in organizations. Very few industrial sectors seem immune to these pressures. For example, in manufacturing, the adoption of new technology tends to revolutionize. In retail, it's online marketing and sales. In any sector, a shift in the management structure, expansion of work, or simply the continuous pace of industry change can lead to team fractures.

> What are your strategies for managing tensions between old and new in your organization?

> What causes the rift – technological innovation, a change in the administrative structure, new marketing techniques?

> What advice do you give to other organizations in this position?


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