Basics of Change Management: Start with the Individual

Change is everywhere and it always has been. The Ancient Greek philosopher Heraclitus famously said, “The only constant is change.” Many of the biggest influencers throughout history understood this and frequently echoed the idea. Ben Franklin said “When you’re finished changing, you’re finished” and JFK commented “Change is the law of life.” Gandhi knew it. And Maya Angelou. And Mother Teresa. The list goes on… But now, it turns out, change is changing. People today are expected to adapt more often and more quickly thanks to modern technology and instant access to information. Our predecessors were spared because their ideas had always been exchanged at the speed of a horse’s gallop. But for us, the more advanced technology gets, the more change is intensified. Don’t believe me? Take a look at the following figure which shows how quickly some of the latest technologies were adopted by at least 50 million users.

Pretty astonishing stuff.    

This accelerated state of change we find ourselves in can be overwhelming, especially in business. For company or industry leaders, that feeling is very real each day as we strive for organizational success. Whether the change is borne of natural maturation or external disruptors, there is no denying that we are witnessing big transformations in the world of work.  So in a reinvented workplace that will only continue to evolve, how can we stay relevant?  The answer lies in the heavily researched field of “Change Management” (CM).  

Our Savior: Change Management (CM)

In their pursuit of human understanding, psychologists discovered that changing, like learning or decision making, is a process. Over years of research, that process has not only been uncovered, but become well understood. Better yet, like any process, it can even be managed.

Changing, like learning or decision making, is a process...like any process, it can even be managed.

Leading people through the change process does not need to be painful. Just as a good project plan incorporates business development components and considers resource allocation, the same can be done with CM activities. There are already a number of CM frameworks that can be instituted into project plans to ease any transition. Just thinking about the fundamentals of CM when developing a new strategy can be the X factor that saves you from falling victim to the major mistakes that affect change efforts.

The best part about CM and its frameworks is that they can be general enough to span any initiative, but powerful enough to affect your bottom line. So whether it’s implementing a new software, undergoing a merger/acquisition, or instituting Beer Thursdays the fundamentals of CM will help you to get there.

3 Steps for Change Management

To spread this knowledge to Manhattan’s business leaders, I decided to host a workshop with NYU Professor and experienced change consultant, Dr. Bill Battle. Together, we provided a few examples of how to manage through all of this organizational flux.

While CM activities should be instituted at all levels of the organization, Dr. Battle focused on the one we struggle with most: the individual level. As he puts it, “Your people are where the rubber hits the road,” so understanding how to coach them through change is a powerful tool for any initiative. Below you’ll find an introduction to three of the major ways to coach employees through change at the individual level.

1. Get Employees Ready for Change

Transparency is the key to success here. Before taking any actions, have one-on-one discussions with your team to communicate both the needs for a change as well as the consequences of not changing. For highest impact, customize the message; communicate the “What’s in it for me?” This means specifically telling the employee all of the benefits they’ll feel after a successful implementation of the initiative. By knowing what advantages the future holds, individuals will be more willing to endure short term sacrifices.

2. Execute the Intended Change

The goal is empowerment. First, empower the new process so people don’t relapse into old behaviors. Managers will need to really “walk the talk” by removing obstacles for the team, developing action plans to navigate ambiguity, or leading by example where necessary. Second, empower employees to get involved in the change process. The more they have a hand in deciding the changes to be made, the more committed they will be to its success.

3. Ensure Changes Become Permanent

To institutionalize the new behaviors for your work group, be sure to follow up about how any new processes are settling. Because your people are the ones executing the change, they will also be the ones to identify if the change is working. This can be done through one-on-one discussions or through group meetings. In these conversations with your employees, try to identify any major successes or challenges. For the successes, celebrate and reward them. For the challenges, revert back to step 2.

What Should I Do Now?

Change management is an ongoing process. Moving from the status quo to a new state will always be difficult. However, since disruptive change is real and constantly transforming our workplace, we need to learn to embrace CM. By coaching our people through the turbulence, we will ensure they are by our side throughout the journey.

Effective Change Management can make a big difference in the culture, effectiveness, and profitability of a workplace. If you’re not sure how to start, let’s talk. Whether you want to grab some lunch or brainstorm over a phone call we’re here to empower you in whatever change effort you’re looking to implement :)

**All opinions expressed in this post are my own.**