A Leader’s Guide to Managing Employee Change

In 'The Performance Formula,' we've discussed various challenges that can hinder performance and explored techniques to overcome them. Let’s take a moment to zoom out and focus on a fundamental aspect underlying these challenges: change.

Change, whether in streamlining processes or modifying individual behaviors, is integral to improving performance. But how often do we consider the journey a person undergoes during this transformation? This change process is not just inevitable but pivotal.

As leaders, understanding the nuances of how people process and navigate change can significantly improve our effectiveness. It empowers us to guide our team members more successfully. While there are several models of individual change (such as ADKAR, the LHH Behavior Shift Model, Bridges Transition Model, etc.), the key lies not in which model you choose, but in grasping the concepts of change and learning to manage them effectively.

In this article, we'll explore the change process - from becoming aware of the need for change, to the desire to change, learning new behaviors, and finally, reinforcing these behaviors until they become second nature. Let's dive into how you, as a leader, can facilitate this journey.

Stages of change

Every change model presents the stages of change a little differently. They use different words and a different number of stages. But if you look at the models closely, they are all saying the same thing. A person must become aware that a change is needed, want to change, learn any new skills, and put the change into practice. The transition between these stages can be fluid and iterative and you may not need to manage every stage for every person. For example, they may already have the needed skills but just aren’t using them.

Let’s look at each of these general stages in the context of employee performance.

Awareness

In an ideal world, team members would always be self-aware and recognize areas for improvement. However, it’s common to be unaware of your own performance issues. As a leader, you play a pivotal role in guiding your team to this realization, but tread carefully – this is where your leadership skills truly matter.

Approach this stage with a combination of tact and transparency. Feedback should be specific, timely, and delivered privately. Focus on discrete behaviors and their impacts, rather than personal attributes. For instance, saying 'Last month, you committed to developing a strategy for our new product and missed the deadline, which delayed the team' pinpoints a specific issue and its repercussions, compared to a vague 'You’ve been missing deadlines' (which is still better than “You’re slacking”).

After delivering feedback, engage in dialogue. Express your commitment to future improvement rather than dwelling on past errors. Ask open-ended questions and genuinely listen to their perspective. They might need time to process the feedback, so be prepared to give them that space and schedule a follow-up to continue the discussion. Cultivating an environment of continuous feedback can also help make these conversations part of regular development instead of rare, high-stakes, confrontations.

Part of fostering awareness involves collaboratively determining how to address performance challenges. It’s essential to allow team members a degree of control over their change process. Rooted in adult learning theory, which suggests that adults are more motivated to learn and adapt when they have a say in their journey, this approach is key in reducing resistance and enhancing engagement. Instead of dictating solutions, help the person devise their own strategies. This can involve setting goals together, offering various options for achieving these goals, and supporting the team member's chosen path. A collaborative approach can be empowering.

Desire

While most people want to do well and are likely to embrace change once they understand the need, this isn’t always automatic. Resistance can manifest as defensiveness, denial, or simple reluctance. Remember, without a genuine desire to change, efforts are unlikely to be successful, and resorting to threats over job security, bonuses, or reputation can exacerbates the situation. Although it may be necessary to outline the consequences of continuing current behavior, this should be approached cautiously and as a final measure.

Understanding what motivates an individual is key to fostering change. Each person has unique drivers; for some, it’s the prospect of personal growth, while for others, it might be the fear of being left behind. Tailoring your approach to these motivational factors can significantly impact their willingness to change. It’s also important to understand any constraints that can hinder change so they can be addressed. For example, a person that is overworked or under significant stress will have very little capacity to absorb change.

In cases of resistance, coaching becomes an indispensable tool. It’s a process of guided self-discovery, aiding individuals in understanding their own hesitations and formulating their own pathways forward. For coaching to be effective, it needs to be rooted in an open, trust-based relationship. If your relationship with the person doesn’t support this, consider involving an impartial third-party coach.

Learning

The learning stage is where awareness turns into action. Once your team member is aware of a need to change and has the desire to improve, they need the skills and knowledge to do so. As you work together to develop a learning plan, keep in mind these four core principles of adult learning.

1. Adults have extensive prior knowledge that should be considered when developing a learning plan.
2. Adults are motivated to learn. Especially when the learning is relevant, practical, and aligned with their goals and values.
3. Adults want to set their own goals for learning and control the process for obtaining those goals.
4. Adults learn from and with others who share their interests, goals, and challenges.

Your role is to facilitate their learning process, provide ongoing support and constructive feedback, and actively work to remove any barriers they might face. Ensure they have access to sufficient resources and connections, safe opportunities to practice, time to do so, and positive reinforcement as they improve. This not only boosts morale but also reinforces the value of continuous personal and professional development.

Practice

Learning and practice form a cyclical process that leads to continuous improvement. But it’s important to recognize that this journey is rarely straight forward and normally includes setbacks. Your approach to handling mistakes and setbacks will significantly influence your team's attitude towards learning. By openly sharing your own experiences of learning from errors, you help to normalize and de-stigmatize failure as part of the growth process.

Encouraging your team to experiment and iterate can help create this culture. Identify tasks and projects with minimal risk. Think of these as low-stakes training grounds, where the potential impact of mistakes is limited but the learning value is high. This approach allows team members to hone their skills without the fear of significant repercussions.

For projects with greater impact, pairing a less experienced team member with a seasoned peer mentor can be highly effective. Choose mentors who are not only skilled in their area but also excel in emotional intelligence and giving constructive feedback. Their role is to guide, validate decisions, and help navigate challenges, thereby preventing potential issues from escalating. This can be a vulnerable time for a learner, and you want to find someone who will build on the culture of learning you are cultivating on your team.

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Remember, effectively managing behavior change isn’t about rigidly following the “right” model but about understanding the underlying principles, adapting them to your situation, and understanding your role in the process.

Let's embrace the transformative power of change to enhance both individual and team performance, driving success in an ever-evolving landscape. If you find this content helpful, please subscribe to my newsletter and share it with a colleague!