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The 1989 macho movie classic “Road House” starring Patrick Swayze as Dalton might not seem like the best source for managerial guidance. However, if you study this film from the view of a change management professional, you will identify valuable insights applicable to the real world.
In the movie, Dalton is a “cooler,” or head bouncer, known for his ability to clean up the most unscrupulous and disorderly bars. Dalton tackles this challenge through a process of establishing roles and responsibilities, astute observation, continuous learning, and the application of “the three rules”.
Roles and Responsibilities
Prior to accepting the assignment, Dalton negotiates his contract, establishing clear boundaries with the business owner. In a corporate setting, this equates to a discussion with one’s immediate manager. This can either be prior to accepting the position or when sitting down with your management team for the first time. Dalton establishes the role he will take within the company, ensuring clarity regarding his authority. This agreement allows for Dalton to dismiss an employee early on, and when it is brought to the business owner, there is no conflict from the establishment’s owner, thanks to the pre-established agreement.
When beginning a new role, it is crucial to define what objectives your department head or business leadership expects you to accomplish. For example, are they focused on enhancing sales, or ensuring timely and budget-compliant product releases? By defining your areas of responsibility, you create a foundation where divergences from the initial agreement, such as additional duties or new managerial directions, can be referred to the original scope of your hiring. This can lead to renegotiating the agreement, restoring the initial objectives, or separation of employment.
Identifying the Need for Change
The first step in change management is to identify exactly what needs to be changed and understanding the underlying reasons. In Dalton’s situation, he initially receives information from the bar’s owner. However, he has never been to the establishment, so his next step in the process is to observe and learn. Dalton refrains from immediately implementing change…
