The Only Leader’s Guide To Change You Need – Dos and Don’ts

One of the inevitable life occurrences is change. Be it in you as an individual or corporate world, change is one thing that is sure to happen. However, there is no guarantee that the people and system caught up in the change move would react positively. On the contrary, most change efforts will be met with resistance no matter how transformative they are. As a result of this, 75 percent of change initiatives fail at the inception stage. At other times, some progress that is actualized upfront, only to see the momentum wane with time until things return to the status quo. It becomes quite clear that most times, it is easier to fail than succeed at change. 

At this point, you may be asking, “What then makes some change efforts succeed and others fail”? ” What are some change agents doing that is bringing about success that others are not doing”? “What can be done to ensure that lasting results from every change effort”? Finding answers to these questions may be just the key you need to see that innovative idea succeed. The author of Way of the peaceful warrior’s Dan Millman, advises change agents to focus their energy on building the new and not fighting the old. But how can this be done? Let’s find out.

Dos of Change

#1. Make a case for change.

Change most times is kicked against because a case has not been built for it. People would not accept change just for the sake of change. Considering the low rate of success of change efforts, wouldn’t it be better not to attempt to launch such a transition in the first place than to make a mess of it? As you begin to talk and prepare your team members’ minds for a change, one way to guarantee success is to ensure the message is clear and properly understood. 

Don’t just talk about change. Also, have factual data to back up the projected benefits such change will bring in the long run. And possibly what the organization stands to lose if such the change is not enacted now. Doing this right from the inception will make it easier for people to embrace the change.

#2. Work with a systematic communication plan

 Systematic and frequent communication is key to lasting and significant change. However, it can be tempting to channel all the energy and efforts towards other organizational change components and neglect this vital area. Every organization has key players in it. While all the organization members are needed to carry out the change effort, you do not always need to communicate directly. Organizations run with structures. These structures act as a communication channel to reach every member of the organization. 

Discuss your plans with the right people at the right time, using the right channel. Without it, you will rev up the rumor mill. Avoiding random gossip is not the only thing a systematic communication design will help to achieve. It will also give the employees a sense of belonging and value as they are kept abreast of all the organization’s activities through the right channel. Also, make an effort to communicate with other stakeholders in the organization. These stakeholders could be clients, partners, and other business associates.

#3. Celebrate little wins

Transitioning is not as easy as it sounds. Small milestones reached in that process can add momentum or motivation to continue. While big wins are typically celebrated, it is possible not to recognize the smaller successes that contributed to that moment of victory. Maybe you have 30 phases to accomplish in the change plan and just crossed phase 3. Don’t just cross it off on the list. Pause and celebrate it. You can publicly acknowledge the contributions of your team members in making it happen. Celebrating the small win encourages them to put in more significant efforts towards reaching the destination.

#4. Get your employees involved all the way.

Great leaders have learned to harness the potentials inherent in those they lead in actualizing shared goals. Regular and systematic communication has proven to be very efficient in getting employees to embrace the coming change. The feeling of involvement helps to wear out resistance and ensure success. Look for creative opportunities within the change process to involve and carry the employees along.

Don’ts of change

#1. Don’t put your team under time pressure

Change most times happens in phases. As a result of this, considerable time in planning and execution is mandatory to achieve your outcome. When necessary steps get skipped as a result of time pressure, your work becomes in jeopardy. When you feel the time allotted to accomplish the change is not enough, scaling back or postponing the initiative may become the most viable option. Trade-off discussions ensure that efforts do not become waste.

#2. Don’t pay much attention to internal resistance.

Resistance to the change movement is most times inevitable. Work to bring it down to the barest minimum. At the root of most resistance to change is a lack of proper communication and the inability to bring everyone on board. Don’t spend valuable time trying to eliminate opposition. Channel that energy instead into efforts geared at ensuring that the dos listed above are in place. In my experience, resistance can never be eliminated entirely. Be mindful of giving people room to express their reservations. Try to see things from their perspective while giving reasons why the change has to take place.

#3. Don’t expect the system you are bringing to change people.

I often see this mistake; assuming that people will automatically change without making plans will only undermine the efforts. Some changes require an upgrade of the skills of the employees to get the best results. For example, a company brings in a completely new tool that claims to take productivity and marketing to the next level. The company will also, of necessity, make plans to train the employees to use this new tool effectively. It may be erroneous to believe that the new tool will work as a magic bullet that will put an end to all the issues faced by the company all by itself. Change may entail a total overhaul of the organization’s culture, beliefs, and behaviors and bring in relevant training to upgrade the employees skill-wise.

#4. Don’t allow your change momentum to dissipate

You don’t want to hype the change so much and create excitement in the people you are working with, only to leave them with weeks of silence. Picking up the momentum when lost may not be possible. When you want to make the internal announcement for the official launch, accurate timing is vital. Communicate announcements at times when the enthusiasm for the project is most likely to rise. For example, if you make a deal of a projected transition and don’t repeat anything about it for the next eight months, you will have to relaunch to raise your team’s enthusiasm in carrying out the project. Calculate and ensure that everything needed to put the plans into motion and achieve them is already in place before launching out

Wrapping up

Change, though very challenging to actualize, is worth the effort in the long run. The challenges inherent in affecting change should not be a deterrent to plunging in. Change is happening all around us, and any organization that refuses to change will be left behind. Instead of shying away from implementing the needed change, apply the lessons here to manage it proactively. See you on the other side.