Communicating Through Change

I am not a change management guru, but I have managed a lot of change.

What have I learned about change?

For most people change is hard. A rare few thrive on it, but the average Joe would rather leave it than take it.

Like a chameleon changing its colours, organisations need to evolve and grow. Be it a new business strategy to achieve new targets, the need to remain relevant in a changing sector, to ensure sustainability or win new work.

Goodbye to a Sydney Icon

If you are a Sydneysider on the wrong side of fifty or have been a part of the entertainment industry for the last 25 years, then you will remember The Sebel Townhouse, Sydney’s first boutique 5-star hotel located in beautiful Elizabeth Bay.

The Sebel, or The Townhouse as it was affectionately known was the home of the Australian music industry in the 70’s and 80’s and hosted famous faces like ABABA, David Bowie, Rod Stewart, and Elton John’s first wedding in 1984. The intimate hotel bar was lined with signed pictures of the famous faces that had frequented its green leather bucket chairs since 1963.

It was one of two hotels I closed following the Sydney 2000 Olympics and the first time I managed a significant change that impacted people’s lives in a very real way.

I was a considerably less experienced HRM in 2000 and probably a lot more courageous than I am now. When I think about the challenge of keeping two hotels fully staffed at 100% occupancy during the Sydney Olympics, closing them simultaneously straight after the games and trying to secure as much employment as possible for about 300 people. It was quite the ride.

Since The Sebel, I have opened and closed more hotels, a few roads, railways and dams, call centers and several prisons across Australia and New Zealand; a different type of accommodation. ??

Through all this change, one thing remains true, people don’t like change because it isn’t easy. As a human resources professional and as a leader, it was my responsibility and my privilege to make each of these significant changes a little easier for the people affected by them.

"Change is hard at first, messy in the middle and courageous at the end"

- Robin Sharma

David A Shore from Harvard Professional & Executive Development said “when change initiatives fail (and they do so more often than not) they rarely fail on technical skills (hard skills), they fail on the people skills…. Change management strategies often fail or fizzle out when leaders don’t communicate enough after the initiative is announced.”

Has this been your experience with the management of change in your organisation?

So, how do you help your people successfully navigate their way through change and come out the other side in one piece?

~??????? Communicate authentically with your people and do it often so they know the what, the why and the when. Don’t be that leader that makes the initial announcement followed by crickets.

~??????? Collaborate across teams so you bring everyone along. A problem shared is a problem halved.

~??????? Commit to the vision you are recreating for your team or organisation. This is one of your primary roles as a leader.

?When managing change for your organisation, how did you ensure that your people remained at the forefront?

If you need help with managing your organisation through a change, send me a DM. Let's connect.

If you'd like to have a discovery call with me to discuss your people needs Book a Discovery Call

#changemanagement #communication #HR #thesebeltownhouse #sydney2000olympics