During my time at the Department for Work and Pensions a new manager took over the running of our section and she wanted to make numerous changes that some people in the team felt were unnecessary. However, because we had functioned a set way for a long period of time and were underperforming in some areas, I personally felt the changes were a good and positive thing. I listened to my new manager’s proposed changes and I offered to help implement them and gave my feedback. I was given the task of creating new team guidelines that would define the way we would work moving forward. During the transition of change, I actively encouraged other team members to try and embrace the changes positively and the reasons why they were being introduced, and I also explained how it would be a positive thing for us all to at least try the new methods of working and see how they go. Six months after the changes were brought in, the team was performing better than ever, and the vast majority of people team felt the team was in a much stronger position than previously.

HOW DOES EXAMPLE DEMONSTRATE SEEING THE BIG PICTURE?

Sometimes, seeing the bigger picture is about actively encouraging or helping an organization to change. Most people are not comfortable with change, and the old viewpoint of “if it isn’t broke, why fix it?” is often heard in some organisations. This is extremely unhelpful to the progression of an organisation, so it is important that you are capable of seeing the bigger picture in respect of how an organization needs to change in order to have a successful future.