A modified version of this article has been featured on MariaShriver.com.
Brace yourself … here we go again…
Throughout my years of working with hundreds of clients, this is a common reaction I hear from both leaders and employees alike when change is looming.
Anxiety. Doubt. Fear. Anticipation.
While there may be equal amounts of excitement and hope, most people become uncomfortable when reality as they know it changes.
Yet the most profound organizational successes and personal best leadership experiences involve making a significant change; altering the status quo.
It is imperative for a leader to detect when routines are becoming dysfunctional; smothering creativity and preventing advancement. Distinguishing between those routines that assist an organization to change — customer satisfaction surveys, and those routines that are excuses– that’s the way we’ve always done it around here.
It is equally crucial to continually solicit feedback from customers, business partners, managers, employees, and anyone who has a vested interest in the organization. Through listening to their ideas and input, leaders are able to objectively identify demands for change. Often leaders lose touch with these critical sources over time…
…they’ve heard it all before
…they’ve become too busy
…they are afraid of what they might find out
By cutting off these vital sources of information, organizations can easily become inwardly focused and stagnant.
While change can be uncomfortable and at times difficult, it can lead to the most profound discoveries and extraordinary results within an organization.
Here are six techniques to successfully lead others through change:
HAVE A STRATEGY
Change for change sake is not evolution, and can have a damaging impact in the absence of a strategy. It is imperative that you are clear on the purpose, benefits, and desired outcome for the change. How will this change alter your competitive advantage? Benefit the employees? Better serve the customers? These are all critical questions that you must be clear on before initiating a change. In the absence of a strategy, you are at great risk of losing credibility and trust.
ENSURE THE RIGHT PEOPLE ARE IN THE RIGHT PLACE
As you enter change, it is essential to ensure you have the right people in the right place. Do you have the most well equipped team members in a position to deal with the greatest opportunities? Are your high potential players strategically placed on projects or tasks that will lead to growth? Does anyone need to move positions to ensure success during the transition? As Jim Collins states in his book, Good to Great, it is essential to use the assumption that if you begin with “who” rather than “what”, you and your team will be in a better place to successfully navigate through change.
ENGAGE OTHERS WHEN SOLVING UNFORESEEN CHALLENGES
Most employees thrive on challenges and the opportunity to have an impact on the organization. In the midst of change, there are always unforeseen challenges and tactical barriers that were not identified during the strategic phase. Engage others in the problem solving process. This will not only lighten your load, but also evoke interest and engagement. I often encourage clients to work with their teams and collaboratively brainstorm the core challenges that are blocking efficiency and productivity. Once these barriers are identified, utilize the brainpower of the team to generate creative solutions. The mere act of engaging others in the problem solving process will create commitment, evoke energy, and inspire brilliant ideas.
DEMONSTRATE EMPATHY
Although change can bring about great innovation and excitement, it is bound to create some frustrations. People need to feel heard. Although I’m not a huge proponent of venting, there are certain times where it can be healthy. When people are frustrated they are going to complain, whether it’s to you or to someone else. Wouldn’t you rather it be you where you can influence what they do next? Listening to concerns and acknowledging frustration creates a healthy way for people to let off steam and productivity move forward.
BE MINDFUL OF YOUR REACTION TO CHANGE
Leading others through change is difficult if you don’t embrace change yourself. Transformational leaders not only embrace change, but also inspire others to want to follow through their clear vision and enthusiastic approach. Through encouraging creativity, listening to input, and modeling the expected behaviors you can create a healthy culture that is more adapt to change. As you lead others through transformation, take note on your stance. Whether you are in resistance or moving forward with enthusiasm … others will surely follow your lead.
SPEAK TO WHAT MATTERS
Far too often when leaders announce and guide others through change they feel compelled to share PowerPoint slides or have an e-mail campaign to inform the masses of what is going on. Yet I have never met a person who has been inspired by a slide presentation.
When communicating about change, make it personal. Reach out to individuals. Speak to what matters. Find out how they are experiencing the change. What do they most fear? What do they value? What do they need to be successful? Let them know what is changing and what will remain the same.
During a time of transition, there are often many moving parts. It is always better to error on the side of over-communication to ensure that everyone is on the same page and clearly understands the current state of affairs.
While change is necessary for evolution, it can certainly cause discomfort. Bringing others into the change process can increase commitment and engagement while allowing people to maintain a sense of control over their circumstances. As author of the Fifth Discipline: The Art and Practice of the Learning Organization, Peter Senge has said “Collaboration is vital to sustain what we call profound or really deep change, because without it, organizations are just overwhelmed by the forces of the status quo.”
Set yourself and others up for success when going through a transition.Take actions that engage and support others, while modeling expected behaviors.
If you would like to explore how the Leadership Resource Group can support you and your team as you prepare for and navigate through change, please schedule a complementary Deep Dive Session today.
