Change affects every business at some point, from minor team restructures to major acquisitions.
While change is necessary in any organisation, teams may not be as comfortable with the process and you may face challenges along the way. By anticipating these, you can address them before they snowball. The ability to see things from different perspectives is crucial. It’s imperative to explore convergent /divergent thinking – open your mind to the various scenarios that could offer a solution, then focus on a path that you believe is right.
Once you know the path you want to take, explore what changes will take place and how they will occur. For example, if you’re implementing a new content management system or finance system, you’ll need to know if the new system is compatible with the old, how to migrate data, and if there will be limited access during transition.
Plan for any downtime or difficulties in completing regular tasks. Assign roles to individuals who are responsible for the change so all duties are covered. A timeline for the change is also key. Have most of this plan in place before communicating – or it will allow the naysayers room to criticise.
Strangely enough, people adapt easily to change – when they are in control of it. We readily change our cellphones, cars, homes, laptops, hairstyles, etc, but when it comes to someone else telling us how we need to change, we resist it.
Failing to communicate with all stakeholders opens the door to rumours and introduces fear, particularly if you’re facing major changes, like downsizing or a merger. If change is not communicated in a simple, transparent manner, feelings of uncertainty and mistrust creep in. Employees want to know what’s going on.
Bear in mind that they want to know how it affects them – deal with this upfront in one-on-one or small group discussions. Keep them updated regularly about, and involve them as much as possible during, the implementation phase.
If you don’t get the team on board with the change, you are likely to face resistance. The decision to implement change should come from the leaders of an organisation. However, involve senior staff in the implementation plan so they are accountable and buy into the new plan from the start.
You may not have everyone on board from the beginning, but sharing how the changes will affect the company, and the steps for implementing the change, helps everyone to understand where they fit in and how it affects them.
People resist what they don’t understand, don’t like, don’t trust. A major change disrupts their comfort zone and causes discomfort.
Fear of failure or exposing weaknesses is a large contributor to resistance. Therefore supporting your team and providing training for any new responsibilities will certainly ease the transition.
Keep in mind that change is a process – not an event. Over-communicate, be transparent, take people with you on a journey of growth and watch your business (and teams) reap the rewards.
* Jane Stevenson is strategic director at Magnetic Storm. Contact her at [email protected].
THE STAR