3 ways to take charge of change
Change is a constant in every business, but how we manage change varies greatly. Whether it’s a company reorg, shifting internal priorities, or even a sudden pivot, change is hard. But it’s the?way?leaders handle these changes and challenges that often determines whether things move smoothly or off the rails.
The most skillful and sensitive leaders don’t wait for change to play out.?They help others play out change. These leaders?act more like coaches: They demonstrate empathy, but provide the right amount of challenge and support. They commit to new priorities, but listen to the concerns of others. And most of all, they help navigate others towards safer, stronger ground — capitalizing on change as an opportunity for contribution and growth.
As your plans take shape for 2023, here are a few ways you can lead your team through change and emerge even stronger from the process.
Restore a sense of safety.
The most immediate casualty of change is security. For many people, the prospect of change conjures up fears of what will be lost — status, responsibilities, business applications and even colleagues. The ensuing stress can deal a blow to productivity, creativity and even personal health. When we’re too focused on what will be lost, we have a hard time imagining what could be gained.
You can curb these self-limiting tendencies by restoring a sense of safety. Researchers at UCLA have?shown?that the simple act of verbalizing emotions can give people greater control over their fears. Help your team separate?real from imaginary fears by asking them to describe their worst-case scenarios:
By listening to other people’s fears, you can get a better understanding of the size and scope of their concerns — the first step towards helping them regain peace of mind.
Reinforce the facts.
Getting news of some impending change — a proposed merger, a staff shakeup or a major rewrite of company policy — can quickly cause a frenzy of speculation, misinformation and doubt. To keep things on track, leaders need to send out clear and consistent messaging that separates truth from fiction.?
Instead of sharing new developments in a company-wide email or at an all-hands meeting, consider a more targeted approach for key announcements. Holding smaller meetings with segmented audiences gives you the chance to speak frankly and fairly with people and address their unique concerns. Go through the facts, clear up misconceptions, and ask them what additional information they need to move forward.
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Refocus attention to the present.?
Early in the change cycle, people?may experience temporary performance drags as they adjust to new work realities. They may report feeling sluggish, frustrated or too overwhelmed by new demands to get anything done. The solution here isn’t to push people harder to the future, but to guide them back into the present.
Stepping back into the present provides much-need relief. In a?series of studies?spanning more than a decade, researchers showed?how people facing a range of changing circumstances — from new schools to new relationships to new jobs — regained focus with a simple exercise: spending ten?minutes writing about the positive effects of the values they held.
Doing something similar with your employees can alleviate the stress that naturally follows upheaval. Try the following reflection: “What about this work brings you the most satisfaction, and how can you carry that forward as things evolve?”
Ultimately, people don’t fear change — they fear?being changed. By acting more like a coach and acknowledging and addressing the emotions that people may be experiencing,?you’ll not only help others go through change, but grow from it.
Keep fixing,
Joe
Dr. Joe Hirsch helps organizations design and deliver feedback without fear. He's a?TEDx?and?global keynote speaker?and the author of "The Feedback Fix." Joe's work and research has been featured in Harvard Business Review, Forbes, CNBC, The Wall Street Journal, Inc. and other major outlets. He also hosts the popular podcast,?I Wish They Knew.