Articles

By Katheren Leitner

Regardless of whether you agree with change or not, it will continue to happen.  It would be fair to say that most people have come to this realisation – so why then do we continue to find it such a challenge to successfully navigate through the mine field of change? 

As leaders it is our responsibility to successfully navigate the business from one year to the next.  The following questions will hopefully prompt thinking and ensure your organisation responds effectively to change as it comes along.

Do you have a positive attitude towards change?

• How you feel about and cope with change is infectious.  Your staff will be watching your lead, they will be looking for reassurance, they will be looking for new hope, they will be looking for constant confirmation that you are making the best decisions for the future. 

Do you keep yourself a step ahead of the business?

As a leader, you are expected to stay focused on the organisation’s goals and set the pace for the rest to follow.  To be prepared for change:

• Keep an eye on developments in your field that will affect the business in the days, months and years to come.
• Update staff regularly regarding what lies ahead, so that everybody is attuned to and prepared for any changes needed.

Do you have good relationships with the people that you need to help the business change?

Studies have shown that managers who earn the trust of their team members and create supportive relationships are more successful during periods of change.  To build strong relationships:

• Communicate openly and clearly in a way that allows staff to ask questions and give input.  Give clear and appropriate answers whenever possible.
• Give constructive feedback on a regular basis.
• Acknowledge staff contributions to the successful day-to-day running of the business.
• Involve staff in discussions – ask them for their perspective but be careful to manage their expectations, ensure they realise that their perspective is only one of many and helps with the bigger picture.

Do you understand how people can be affected by change?

It is common for managers to underestimate the effect that change can have on people.  Regardless of whether the change is immediately rewarding or challenging, people need time, support, adequate resources and confidence in order to adjust to it.  As a result, it is critical that leaders be aware of the common stages that people go through when faced with change:

1.     Denial – Staff pretend that things will go on as they were.  This can lead to staff apathy and “backsliding”.  This can be overcome by effective, two-way communication that keeps staff in touch with the rationale for and the benefits of the change, and allows them to openly work through any difficulties.

2.     Resistance – Staff actively oppose change, often because their own self-doubt, anxiety, depression, frustration or fear leave them feeling unable to do what’s expected.  If you can create a safe environment for staff to express their feelings, and if you can listen to them and acknowledge their concerns, you can help combat the personal issues that make them resist change.

3.     Acceptance – This isn’t going away, it is happening.  Will I stay or will I go?  How am I going to survive this?  Are all common thoughts, once again if you can reassure them and provide a new way of thinking support will be forthcoming.

4.     Commitment – Staff teamwork, satisfaction and a clear focus on the new goals have come together and the change is well underway.  If you have lead effectively, listened empathically and communicated constructively, you will get to this stage more quickly. 

One of the most common errors in managing change is under-estimating the effect it has on people.  Always bear in mind the extent of disruption and appreciate that people need time to adjust.  Even when change is positive it is not uncommon for people to experience a feeling of ending or loss.

Change doesn’t just involve “selling” it requires “training”

A successful transition into a new phase of the business is not the end of the story for an effective leader.  Once staff members are committed to the new way of doing things, leaders must keep on team-building.  It is vital that you validate and reward employees for moving the business forward, and that you personally revisit the above questions regularly in order to keep yourself and your team prepared for whatever lies ahead.  

Katheren is a co-founder and Director for TrainingPlus, the training and leadership provider to corporates and state sector departments in New Zealand.  She has provided her training expertise to key organisations including Fonterra, Siemens New Zealand, TelstraClear, Ports of Auckland, DHL Exel, The Department of Corrections, Streng & Partner (Germany) and the New Zealand Defence Force.