In our previous article, we discussed that for most of us change is uncomfortable and anxiety-provoking. We fear the unknown. We naturally meet organizational change with resistance, either overtly or passively.
Leading through organizational change is a huge balancing act that seems to be more of an art than a science. This act requires leaders to have solid skill and a strong will. Every organization has its own distinct culture and history, and there is no definitive recipe for successfully leading change. The key is to remember that, as leaders, we cannot tell people to stop feeling what they feel. On the contrary, fighting resistance directly will bring more resistance. However, several time- and experience-tested approaches can guide us in effective change management while accepting resistance as part of the process.
Create a vision. When we lead, we have to be sure in which direction we are going. It can be challenging to create a vision to manage an externally driven organizational change, such as a reduction in staff due to economic conditions. However, vision is the main starting point and foundation of change management. Ideally, the leader’s vision would encompass a full understanding of the organization’s current situation and the implications for the future. Involving employees in creating a vision is essential for employees to take ownership of the vision in the future.
Establish strategic objectives. Organizational change management requires setting strategic objectives. Once again, the participation of the employees in the elaboration of the objectives is important. Goals must be supported by short-term objectives (2-8 weeks). These goals may differ from strategic goals developed during stable organizational times, as they would be more short-term. In general, leaders should refer to these goals and objectives on a daily basis and update employees on progress at least once a week. First, it allows leaders to better measure the progress of the change. Second, it engages employees and gives them a better sense of control when they know “where they are.”
Communicate. Communication must be timely, true and consistent. Be positive, but realistic in your messages. Employees need to know the reasons for the change, the vision, the plan, and the implications for their performance expectations or job security. Using a variety of communication channels is a good strategy. However, if you’ve already shared information that may trigger anxiety, such as potential layoffs or reduced work hours, avoid repeating that information over and over again unless you have new data to add. Let employees know when they can expect an update and follow up before or on that date.
Maintain an open door policy. It’s a good approach when leaders welcome employees to come to them directly with any questions about the change process. With that, it also means that leaders must adopt an open mindset in which they genuinely expect questions from employees and are willing to respond. Also keep in mind that building trust is a process and not the task; Numerous conversations may be needed before employees begin to trust leaders and the change process.
Appreciate and highlight successes. that employees gain during the change process, such as learning a new skill, learning a new computer program, or adopting a new role. The most important thing is to try and believe that your people are your most valuable asset. To be effective, praise and appreciation must be honest and authentic – embrace your employees’ behaviors not just with your mind, but with your heart as well. Apologize when you’re wrong. Show that you care about your employees beyond the work environment.
When we’re following the change, we’re not powerless either (although it may feel that way).
face your feelings about the change, especially when the change is imposed and out of your control. Find out what your fears or concerns are. You don’t have to be a victim, even when you are not in control of the change. Write about your feelings. Embrace the notion that feelings are pleasant or unpleasant, but neither good nor bad.
Choose your thoughts and attitudes. about change Negative thoughts block your creativity and problem-solving abilities. Positive thoughts build bridges to possibilities and opportunities. Keep track of the decisions you make in your thoughts and attitudes. Catch your negative self-talk: Instead of telling yourself “I can’t handle it anymore,” ask yourself “How can I handle it?” Instead of saying “never” or “always,” say “this time.” Welcome change as an opportunity and explore the benefits of change.
Trust in the support of your peers. Seek positive support from your peers and offer them the same. When someone is feeling down, work on reframing their negative thoughts into positive ones. Ask for help in the process of learning a new role or a new task. While it’s okay to occasionally vent to someone and share your frustrations, venting won’t ultimately change your situation, but can create low morale all around. Instead, stay positive and focused on the solution.
An organizational change is a challenging process for both leaders and followers. Resistance, anxiety, and strong feelings often accompany the process. While we can’t convince ourselves or others overnight, leaders and followers can work together to make the change process more seamless.
