How can you effectively implement change?

People want to rush change; but the beginning is not where you want to rush it. I get it. You have a task and you want it off your to-do list, but not taking the time to assess upfront will add more time into your schedule somewhere down the road.

An example I've seen is involving a range of stakeholders in your assessment, including team members, department heads, clients, and even outside consultants. Different perspectives can provide a well-rounded view of the current state and potential effects of change.

Some leaders instigate change because they can not because they need to (Power & Ego). The organisational purpose is key however I have seen many times when it is not aligned. Time is a crucial factor in transitioning, dealing with change and impact yet so often overlooked. When we had the pandemic I looked at this as a global change management initiative with the different countries (organisation departments) leaders taking different approaches to arrive at the same place. This is not dissimilar to what I see in organisations. The behaviours and reactions to change can almost be anticipated and prepared for through the change cycle. Lots to consider so ensure all is considered including feasibility and impact assessments in place

Change starts with listening. During my career in Consulting, I came across several situations in which the customer senior executives asking us for support on change management failed to realise that their employees were far ahead in the process of change. That happened because they weren't not listening and trusted HR to report on workforce status [big mistake]. Quit often; change starts bottom-up. Good leaders can spot that opportunity to support employees and make change happen. It will require compromise and negotiations, but the chances of success are, in my opinion, much higher.

The old/new adage of 'go slow to go fast' applies to the process of change as well. Assessing the readiness is one aspect; proposing the team and/or workforce initiate the change offers the opportunity for cohesion before the process even starts. Voices are heard, acknowledged and have a direct engagement with the change. They see the need, perhaps even more than the leadership.

I'm hearing about what the manager can do to implement change, but what about your people? What's missing is coaching. Here are 5 questions to avoid assumptions & coach them around their thinking about positively implementing change so you can uncover their vision as well. 1. Did you conduct one-to-one meetings with each person? 2. Did you ask how they like to be managed through change? 3. Did you ask about prior experience with a change management initiative? 4. Did you align the benefits of change with their personal goals & values? 5. Did you communicate the learning & development process will be reciprocated? When intentions aren't clear, we always default to fear. To create alignment around change, ask rather than tell.

Yes, you have to communicate frequently and regularly and use all communication channels and mediums. Also, it is important to be authentic and intentionally listen.

You have to find ways to communicate the change in multiple ways. People digest information differently. Do a presentation. Have a wiki. Set up training sessions. As part of any big change rollout it’s important to provide different ways to interact with the information so people can absorb it in the way suited for them. Additionally, people often need to hear and interact with information multiple times before it sticks.

I love to bring Compassion to my work in change for sustainability and this is where my Compassionate Cs come to play. Community, Communication, Consultation,Co Creation and Co Production. The impact of change is far greater than we understand and therefore thinking of others, effective communication and not forgetting the follow up is key. Communicating by means that people understand and can access (think DEIB). It is also good to understand the RACI model here ( Responsible, Accountable, Consulted & Informed) or decisions become blurred with everyone taking on all of the roles and no one taking accountability or responsibility as decision making becomes contentious. Ensure it is not performative or a tick box exercise and show interest

Keeping in mind that communication is not a one-way street, the challenge to change will expose the liabilities, limitations and excuses in the unspoken and unfulfilled expectations of others that are encouraged and invited to be shared. The subtext of change is another layer of communication that often is overlooked.

Involving and empowering your team can also help to mitigate resistance to change. When team members feel like they have a say in the change process, they are more likely to be supportive and receptive to the changes. Additionally, empowering your team can help to build trust and respect between team members and leadership, which can lead to better collaboration and communication. By creating a culture of involvement and empowerment, you can foster a more engaged and motivated team that is better equipped to handle change and adapt to new challenges. Ultimately, involving and empowering your team can help to ensure that change is not only effective in the short term, but also sustainable in the long term.

This is such an important recommendation because the team can help reassure the organization of the changes when they are on board and aligned.

To get buy in and ownership from your teams and stakeholders ensure they are part of the process from the beginning. This also allows aspects of the change to be managed more effectively in the moment and moving forwards and the role of the leader becomes easier as people are keen to be involved. Allowing teams to contribute their expertise and experiences means that you have diverse voices bringing diverse perspectives as they have the 'lived experience' Co creation, Co Production is key here. It is key that staff feel their contributions are valued

Exploring the manner of change with your team is crucial, avoiding the sense of forced change. Exploring the need and intended outcome allows for engagement in the process, a sense of meaningful opportunity for participating in activities to benefit the company/team/workgroup cohesion. The agility of a company often rests on the ability of the leadership to engage facilitation; the team moves as one rather than being led by one.

Creating a safety net within the change process is critical to removing resistance. Safety nets provide a sense of stability and assurance during times of change. They communicate that employees' concerns are acknowledged and their well-being during change is a priority. Safety nets demonstrate the organization's commitment to supporting employees through the change process. Examples are learning circles tied to organizational goals, clear guidelines, resources, and support systems. This builds trust in the organization's intentions. Trust is crucial in removing resistance, as employees are more likely to accept and actively engage in the change when they feel supported.

The Emotional Intelligence needed to deal with the resistance and conflict over a change that is perceived as a threat cannot be underestimated. It sounds practical to anticipate and manage the conflicts, but in reality, anticipation is the result of considerable hard work in discovering the root causes. Additionally, there needs to be an application of what I call Emotion Metrics to analyze the level of fear and distrust regarding each of the multiple elements affected by change. Every detail counts and there cannot be an adequate plan without such an analysis. Only then can you work on resolving disputes and offer adequate support.

The process of facililtating change requires collaboration and cooperation. A thorough analysis covers not only the details and facts regarding the need for change, it also includes the psychographics of the team. The care and concern for knowing the team's personalities offers the opportunity to inquire of how to facilitate the change in a more holistic approach; conflict becomes opportunistic rather than a perceived need to resolve.

Stakeholder engagement and involving stakeholders is crucial, as their feedback is essential to course correct, or make changes to the plan. This will ensure that change is sustainable and will be embraced by all.

Continuous improvement programs are tantamount to agility today, especially with the rapidly changing market scenarios. Data can be misinterpreted depending on the eyes observing it; false flags may appear with tightly held agendas or notions withheld from open discussion. Vulnerability is key in examining, evaluating and adjusting the subtle aspects of empowering alignment with the vision.

People love to see progress during change and one way is to measure the impact of what you are doing and to report out in highly visible and fun ways. It is very motivating for people to see progress that is being tracked at regular intervals.

The key here is to not only celebrate the change but also to highlight the team and their role in the accomplishments. The team deserves credit!

I have found that communicating with all involved in any change with as munch advanced notice is essential. Getting stakeholder buy-in will dramatically increase the likelihood of a successful transition. Over communicating is not possible. Remember while change may be good for all, it will take time for everyone to realize that….give grace.

4 common approaches: 1. Find common ground 2. Educate and communicate the need for change 3. Participation and involvement 4. Positive Reinforcement and support to help manage the change

One of our case studies in transitioning leaders to be more collaborative resulted in financial gains for an organization. The financial gains came as cost savings in self insurance rates. It seems that when leaders connect with employees and communicate clearly the goal to be accomplished and do so in respectful ways, people get sick and hurt less.