Don’t Let Change ‘Just Happen’ to You

If you’re someone who doesn’t like change and tries everything to avoid it, you’re not alone. It’s human nature to find change uncomfortable, inconvenient and disruptive. On the flip side, changes are happening every day in our personal and professional lives and some even go unnoticed. Think of how much has changed in technology, and in artificial intelligence (AI) specifically, in the last 10 or even five years.

Leaders have a job to do that is more complicated than outward appearances would suggest—to lead their organizations through change. Change that “just happens” to internal teams is rarely successful, and the severity and abruptness of unforeseen change can wreak havoc on organizational culture and retention. While leaders can’t control how employees will react to change, they can minimize the discomfort by taking time to prepare, listen and speak with empathy, thoughtfully plan, communicate with transparency and motivate teams to run toward (not away from) the new normal the change will bring.

Transcend’s change management framework enables foresight of the potential obstacles and opportunities that accompany major organizational change, such as a merger, acquisition, rebrand, electronic medical record (EMR) migration or organizational restructuring. The seven-step framework provides some structure for what otherwise may be a fragmented process.

1. GRO Assessment & Planning Phase

The planning phase is crucial as it provides a clear road map for the change process, outlining objectives, strategies and steps necessary to achieve the desired outcome. It also provides an opportunity to identify stakeholders, assess the impact the change will have on them and tailor communication strategies and timelines for each stakeholder group. Detailed timelines should also be established in this phase.

2. Communication & Engagement

Leaders must communicate the need and vision for change transparently and consistently across all levels of the organization early and often. Engaging employees in the change process by encouraging and soliciting feedback, addressing concerns and involving them in decision-making is also a best practice. Provide a variety of channels for two-way communication, including town halls, one-on-one meetings with supervisors about the change and the company’s intranet.

3. Training & Development

Training and development are key to equipping employees with the skills and knowledge needed to navigate new processes associated with the change. Providing ongoing support and resources to address any learning curves and challenges is critical.

4. Managing Resistance

Because humans generally dislike change, resistance should be expected. Taking time to understand the transition employees must go through can provide leaders with valuable insights that they can use to modify the way in which they respond to feedback if needed. It’s important to know what to expect, to meet employees where they are and to try to re-enroll them in the process when possible if they fall off the curve (see the Personal Transition Curve).

5. Supportive Leadership

Visible, accessible leadership means having an open-door policy regarding the change. Leaders, particularly the CEO, should make efforts to visit office locations, accompany staff on visits or sales calls and to understand their day-to-day activities and how those will be impacted by the change. Where the change will improve things, leaders should explain how during these moments. If a change may be perceived as negative or worrisome by an employee, a CEO should address their concerns head-on and not ignore or minimize them. When employees see that their leader(s) cares about them, their jobs, their time and are being honest with them, it can pave the way for significant progress for the acceptance of change.

6. Monitoring & Adjustment

Monitoring and documenting progress before, during and after the change allows you to see in real time (and upon reflection after the fact) how the transition is going relative to the goals and metrics you set in the planning phase. Know that even the best laid plans will have hiccups and curveballs. Remain humble and agile when a change of course is required.

7. Celebrating Successes

Don’t skip this step! Change is difficult and requires more from staff than their day-to-day responsibilities. Recognize those who were supportive of the change, as well as the efforts of those who managed the project. Plan a launch party for any rebrand or merger to unite teams and symbolize the new beginning.

Overcoming Resistance to Change

Change management is important because you can never predict how people are going to react, how long they’re going to stay in one phase of transition or another and what will motivate them to get on board with the new vision that has been set out for the organization. Leaders may not understand what it takes for people to let go of the end of something before a new beginning can take place in their minds. Neglecting to do this can not only be detrimental to the change itself, but it can also have lasting impacts on morale, retention and culture. In fact, McKinsey & Company reports that 60% to 70% of change programs fail to achieve their goals, largely due to employee resistance and a lack of management support.

John Fisher’s Personal Transition Curve is a helpful tool for leaders and managers who need to be aware of the impacts of and reactions to change so they can provide support as the change unfolds. A few useful strategies for managing resistance are:

• Active Listening: Create opportunities for staff to voice their concerns and provide feedback. Listening actively can help leaders understand the root causes of resistance and address them effectively.
• Building Trust: Trust is critical. Leaders should demonstrate transparency, follow through on commitments and show empathy towards staff concerns.
• Involving Influencers: Identify and engage key influencers within the team who can champion change. Their support can help sway others and build momentum.
• Demonstrating Benefits: Show tangible benefits of the change through pilot programs or case studies. Seeing positive outcomes can help in reducing resistance and building acceptance.

When it comes to organizational transformation, there is no easy button for adopting change. However, a carefully constructed set of objectives as well as metrics, timelines, a communication strategy and response plan can improve your chances of success.