Nobody Likes to Change… But Sometimes You Must!

Nobody Likes to Change… But Sometimes You Must!

A prominent mentor of mine once told me,

“People will not change unless they learn enough to want to or hurt enough to have to.”

I have repeated this sentence to hundreds of business owners over the years when they were faced with the unenviable notion that change was needed. Although this axiom is particularly true in anyone’s life, it is especially true in business. Whether it’s in sales, operations or any other facet of your business, when the desired result is not being achieved, change is necessary. After all, wasn’t it Einstein who was quoted as saying, “Insanity is doing the same thing over and over and expecting different results.”?

The business world has accepted Change Management as a structured and intentional approach to transitioning individuals, teams and organizations from their current state to a desired future state. Roll your eyes if you will, but it is likely that all companies, purposely or inadvertently engaged in a change management protocol at some, point in their existence. If it ain’t working, it’s gotta be changed is the conclusion that most astute management comes to at one point or another.

There are hundreds of books, blogs and tutorials on the subject, so I am going to break it down for you in a concise 5-point summary.

# 1         Assessing the Impact of Making a Change

You see a problem that isn’t changing or improving organically. You do your research and realize what the problem is AND what making a change would yield. Typically, less time or material consumption, less errors, less scrap or waste and ultimately more profit. At this point you are prepared to show your results and with the team.

How will the change make work better? For example, will a new technology help employees serve their customers better and make their jobs easier? Or will a new emphasis on training help employees sharpen their skills and make them more promotable or boost their salary? Make changes that matter in a personal way by sharing the specific benefits and ultimate outcomes your employees can expect. What specifically will making a change need to be identified.

#2          Create a Compelling Vision to Engage Stakeholders

The clearer you make the vision of your company, the easier it will be for each employee to picture how they fit into the scene you’ve portrayed. Aligning your change initiative with the company’s overall goals is vital, as it not only provides clarity but also emphasizes the significance of the change in relation to specific company objectives and the broader success of the organization. But you’ll need to create an inspiring vision before you can give clarity to it.

Challenge leadership to craft a story that will not only encourage everyone to “get on board” but also motivate them to do their best work, thus contributing to the achievement of those broader company goals. A compelling narrative, shared skillfully, can dramatically increase the chances of success with organizational change, according to a Harvard Business Review article, Storytelling That Drives Bold Change, written by Frances X. Frei and Anne Morriss. “Your story can transform your organization by shaping attitudes and beliefs, starting with your own.”

If you’re asking people to change, they need to know specifically what they’re being asked to do differently, as well as how to do it. For instance, if you’re introducing a new project management tool, thorough training sessions should be conducted to ensure employees understand exactly how to utilize it effectively. Allocate sufficient time for employees to familiarize themselves with the new tool and provide necessary resources and support to ensure a smooth transition.

#3          Communicate Effectively

The most important change management tip is also the most basic – ensure specific, clear, consistent and open communication regarding the organization’s change throughout the entire process. This includes communicating the reasons for the change identifying the value and benefit to all involved. Refer to your vision with regularity. Before you implement your change initiative, articulate the reasons behind the change and as many of the specifics as you know about what is changing.

It’s critical that your employees understand what’s driving the change, how the change furthers the mission of the company, and why they should get behind it. Articulating the specifics repeatedly with all involved in a manner that reflects the vision is critical. Based on the complexity of the required change, visual representation of the process and change benefits are especially helpful. Also, many people are visual learners so anything visual will facilitate the process measurably.

#4          Provide Support & Training

No one is in this alone. Often many within a team, department and often the entire company must engage in some manner to make an effective change. The more people that are engaged can often lead to better results. Sometimes it’s not that employees don’t want to embrace new changes – it’s simply that they don’t have the skills or knowledge to adapt to them. Provide them with training and development programs as part of the change process to invest in their growth and ensure they’re adequately prepared for the changes ahead. Allow sufficient time for your team to become prepared for any new responsibilities as far ahead of the change implementation as possible.

#5          Managing Resistance

Invariably there are those who just don’t like any part of change in any way, shape or form. However, the change psychology of individuals is significantly different than the change psychology of groups. Engaging visible and influential leaders to champion the change is vital to any change initiative. Leaders should be able to clearly articulate the vision, demonstrate their commitment and actively support the change, thereby inspiring others to embrace it.

But don’t just look to your senior leaders. The importance of the role of front line managers and employees is frequently underestimated. They hold up the vision, reinforce key messages, manage conflict and bring people together to uncover concerns and questions. And most importantly, they’re responsible for modeling attitudes and actions that will help everyone get to the desired future state.

Conclusion

All said and done, the old school method of barking ‘orders for compliance lest heads will roll’ is no longer utilized in the workplace. That is if you hope to retain your staff. As always, careful planning will inevitably lead to more effective implementation. Also, as you identify your vision and effectively articulate the outcome, the greater the probability of success. Identify the WIIFM (what’s in it for me) for all those involved will underscore your results.

 

 

 

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