Stabilising Change

An oxymoron perhaps, nevertheless, worth exploring

As 2024 unfolds we are on a course of different triggers a landmine of challenges that we are all undergoing. AI being the biggest buzzword with everyone curious about its capabilities and use cases, while some being very skeptical about the risk and governance around it. Burn-out is another concern top of mind for organisations along with sustainability, energy transition, climate change and new capabilities required to keep up with technology. The biggest piece around all of these topics is the pace of change. Each of these topics has a change journey around it and requires multiple disciplines, stakeholders and personas to all come together. The shape of talent in 2023 and 2024 | McKinsey

Unboxing Perspectives

While all this happens, I would like to unbox the different perspectives. At the top where you have more visibility and experts telling you what might be the best strategy forward, painting different scenarios, a fast-paced road with agile cycles and quick turnarounds sounds great and sets the pace.

What does it do for the others who are on the frontline or perhaps in the middle and not getting the 360-degree view about the global trends, the concerns, the painted scenarios? It puts them in a position of playing catch-up where if they do not ask, they are not getting the information that will enable them to understand the decisions being made for the organisation like reorganisations, cost-cuts or the different other asks we have from the employees to align with the strategy for 2024.

People Focus

As Gartner mentioned in their key takeaways last year which hold good this year too- people are in the centre of all this change that is required for the new world. Believe it or not, we are in a sort of renaissance and we do not know it. So, we are not able to position ourselves correctly, thus far. Hopefully, soon we will get that impetus to come together with enlightenment once everyone sees the light. Gartner Data & Analytics Summit 2023 London: Day 1 Highlights

Be it customers, employees, stakeholders, we are dealing with people. People can listen with their minds but they hear with their hearts.

The Concern Bubble

While AI might being seen as a threat to some, it might be the biggest kick for some in other parts of the organisation. Burn-out- are we struggling and not being able to ask for help? Is burn out generation specific? Not necessarily, some graduates are getting burnt out while someone in their 40s and 50s are as well. Burn out is also gender agnostic. Is it me? Energy transition; the choices we must continue to make. The continuous personal development path that we must all tread; it is all part of the concern bubble that keeps growing for every person anywhere. Can we reduce the size of the concern bubble? Can we help create focus for different timelines in the concern bubble?

Factors for Stabilising Change

• How can we smoothen the messages we share?
• Can we create the feeling of care while we are about to take a deep plunge and face harsh realities?
• How do we get that sense of preparedness and trust in our leaders so that we can follow with energy and passion?

Are we creating an environment of empathetic leadership that is caring for our worker bees? Are we addressing their concerns for job security, personal growth and mental health?

Are we recognising change fatigue? Have we modified our change plans keeping in mind employee well-being? Perhaps, we do not have that luxury of time and funds all the time, but are we verbalising it?

Speed of Information is the third key factor for stabilising change. Is the speed at which information is shared and the volumes that are coming at us from all sides- internally, externally, officially, personally being managed best as possible?

Compassionate Change- bringing it all together.

Communicating with the hearts and hara (true nature in Japanese) of people is key at times like these, where change fatigue and apathy is running high, to create inspiration that is needed to propel the performance of the organisation in alignment with the strategy. In the Indian tradition they say to bring about change with a revolution is easy, but to bring about change with compassion and empathy is an art that a true leader like King Ram had. Can our leaders be Kind Ram? Do they have the right expertise supporting them in challenging times like these?

Conclusion: So, stabilising change is not an easy expectation from the leaders of today. Unfortunately, culture and change are all top-down before they get bottom-up traction. Catalyzing organizational culture change | Deloitte Insights

To stabilise change, breaking down or unpacking the strategy, scenarios, challenges and expectations is key. How you share the information, when you share it, the tonality, the style, how much you share are all for you to consider and integrate into the change journey/plan.

Is the job easy for top leaders? Not really. My sympathies. However, are the expectations any shorter? No. Eight CEO priorities for 2024 | McKinsey

Note to all: It is key to identify these human connectors and communicators that are invaluable for this phase in global history we are undergoing as global citizens and organisations. Nothing any of us does is insignificant and what one does affects everyone.

Note to self: Can AI help connect people with compassion? Reflect on it and see if AI can help. Next topic.