How do I do it, and how do I manage it?

This is a question we are frequently asked by many business leaders and managers . . . yet the question often comes after the change has taken place and when people are entrenched in anger and frustration and often looking for a way out.

A change can be something as simple as re-branding stationery or as turbulent as a merger or cost-reduction exercise.

While the change is often seen by senior management as necessary to move ahead of competitors, this is not always the case for employees. Why?

In the majority of cases, the answer is simple - people are not angry about the change itself…. they are angry because they are often the last to hear about it, their buy in was not gained, their voice didn’t count and the trust has been shattered!”

Change programmes are delicate, and they require refinement . . . they can’t be taken lightly, and they must be communicated from the top to the bottom of the organization.
The key to managing a successful change initiative is to remember the following three aspects:

COMMUNICATION

Communication needs to be clear, consistent and continuous. Repeat the communication until you are sick of it and others are saying “Okay, okay . . . we got it . . . we are tired of hearing about it . . . we are on it!”

Communicating a change takes time for people to really hear it. They have to turn it over in their minds, talk about it with others and get clear about what’s what.

The first time employees hear about a change, they are usually hearing it through filters of fear, uncertainty, worry, and confusion. So . . . don’t expect them to get it the first time, don’t be concerned if they sound negative and whatever you do . . . don’t send it in an email!

Use verbal communications . . . talk to them, talk to your managers, talk to your team, and keep repeating the same consistent message again and again and again.

COMMITMENT

During any change initiative, it is essential for a company to gain buy-in from everyone in the organization.

Your ideal is that each person in the company supports the change and feels as if they have been a part of planning the change initiative.

Empower your employees by inviting them to collaborate during the change. The “user group” format is perfect for this purpose and can be coupled with smaller team meetings.
This approach can provide a comfortable and open forum for people to be able vent their feelings and views and if managed well can be constructive - just allow for 10 minutes of “venting” at the beginning of each user group meeting, ask questions and above all to people to have their ideas to heard and potentially implemented.

SUPPORT

Emotions will be running high during a period of transition, and if you are implementing a large scale change initiative, support and coaching during this time is not a luxury…it is the difference between success and failure. Managing people during change is one thing but managing their emotions is an entirely different animal. It requires listening, empathy and the giving of time.

Performance Coaching during change can support an organization in building teamwork and can foster a sense of support and trust. 

To discuss how we can assist you in making successful change contact Deborah Ackland or Marion Coles on 01727 847080 or email info@platinum-ts.co.uk.