Change management is complex – there is no ‘right answer’ or ‘best way’. How you manage change will depends on a range of factors, on the organisation, the objectives and the environment.
By and large leadership is about managing change, probably you welcome it and thrive on it. A lot people, and that means a lot of your employees and associates, don’t like change; it makes them feel insecure and threatens their autonomy and self-determination. Rattle their comfort zone and, at best they may be apprehensive or, at worst, resistant to proposed change.
People dislike change because they are people – we live our lives and follow patterns that become familiar and can’t imagine having to change the way we do certain things. We like things the way we know them – it always worked up until now, so it must be alright! The problem is that the “way we have always done things” may no longer be appropriate or effective in a fast moving and volatile environment.
Not everyone is going to embrace change and you need to recognise that and help them adapt and adjust. Because there is one thing you can add to the list of things that are certain – death, taxes and things will change.
Whether you are implementing an organisational initiative from on high or an initiative where you have identified needs or opportunities for improvement, or a potential risk that needs addressing you can make the process easier for yourself and your team.
Change may happen for a whole host of reasons, usually driven by external factors such as:
· New or amended legislation
· Economic influences
· Sociological trends such consumer attitudes
· Technological innovations and advance
All may make a significant impact on an organisation and its strategy, processes, technology, staffing and skills. Make room to think about employee needs as well as the wider economic and social trends.
Change management is about making things better. Articulate your vision, so that the team understand what the change is about and what your projected outcome looks like, otherwise they may be reluctant to engage. Make your case for change with conviction and confidence and inspire the team as to the benefits, so as to energise them and engage their commitment.
Faced with change a lot of staff will be worried and that can be distracting and demotivating. As a leader you should help them cope and adapt to change positively; you can best do this by encouraging them to stop worrying about inevitable change and start looking for ways to benefit from the opportunities inherent in change.
· We can unlearn the old paradigms and learn relevant skills to make the most of new opportunities;
· We need to check our assumptions about how the world works or we may miss those opportunities;
· The knowledge that got you where you are now may not be sufficient for where you want to go.
Support your team through the process from anxiety and disorientation to peak performance.