If you’re reading this post then perhaps you’re announcing something big that will change people’s day to day, and you’re wondering how to go about supporting staff through this time. The first thing to appreciate is that change is a normal and natural part of organisational growth. Without change, companies would stagnate and fall at the feet of their competition. However, it’s easy to underestimate the impact of change on employees, especially if you’re working in a change management team preparing for the change and thus have become familiar with the ins and outs of what is changing. It’s important to put yourself in the shoes of the people hearing about the change for the first time, with no knowledge or context of what it means for them. Change, however minor, can be scary and unsettling.
There are a few simple things you can do as a manager or change team to minimise the negative effects of a transition period after a change within your organisation. I will focus in this post on transition management by drawing on the theory of change consultant William Bridges, who published a book on the topic in 1991 called “Managing Transitions”.
Bridges focused not on change, which he argues happens to people regardless of their cooperation, but on transition – the human process of going through a change. Transitions are slower, and can take months or even years to fully take place. One big mistake I see managers make is implementing a change (practically) and then assuming the work is done. In reality, the work only really begins once the change has taken effect. It’s the transition process which is much more difficult to manage, and whose success ultimately governs the success or failure of your change. Bridges’ model comes in three steps:
Endings
The ending stage starts when the change is announced, and where most of the shock and disbelief is felt. During this time, keep communications channels wide open, encourage bi-directional communication and seek plenty of employee feedback. Ensure people know how and where to ask questions or ask for support when they are struggling. There are also some things to bear in mind when you are announcing the change itself:
Acknowledge loss. Never assume that any change (even a good one) will not create some sadness in some individuals. Many people experience change as a form of loss, even if the new world looks to you to be better, it’s still important to give people the chance to “mourn” the old. If a leader is leaving, for example, give them an opportunity to say goodbye perhaps at a leaving drinks.
Explain clearly why the old way is no longer viable. People need to understand that going back to the old is not an option – that change is imperative. This way, you will jolt their ‘safety anxiety’ enough to overcome their anxiety about learning something new! For example, explain clearly that the old software is no longer fit for purpose, and that competitors who have switched or are switching to the new software are already gaining ground on you. If you don’t upgrade, the business will ultimately fail.
Describe in detail what will not change. People will be seeking something to hold onto, so make sure you explain clearly what will be remaining constant. If you’re merging with another company, for example, even small things like explaining that weekly Friday team meetings will continue, or that certain leaders will remain in place, can reassure and encourage people.
Neutral Zone
This is the part of the transition where the “journey” of behavioural change really happens. The initial shock has worn off and people may start to feel angry or resistant, or they may be experimenting with new behaviours and patterns and need encouragement. Make sure you keep channels of communication open and encourage employee feedback.
Reflect on the difference between people just complaining and people who are suggesting genuinely helpful improvements (and be receptive to both!). If there are problems with the new world order, your employees can be part of the solution by suggesting better ways of working in the new environment. This sort of complaint is actually very helpful as it shows your team are starting to problem solve and embrace the new. Encourage your team also to connect with each other and work together in a mutual support network. Consider giving staff time to connect such as over organised lunches or drinks, to give them a healthy time to express frustrations and challenges.
New Beginnings
At this point, people are starting to feel more comfortable in their new environment or with their new ways of working. This is the time to really give people support and praise those new behaviours that you want to encourage when you see them in action. Celebrate good behaviour and key wins you see, and make sure your staff are all clear on the vision and end goal you are driving towards. Above all, make sure you are consistent with your decision making and your own behaviours. The team will look to their managers to understand how to react, and it’s important they see a united front of people who are embracing the new.
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