Just Do It

A visiting SME (Subject Matter Expert) walks into a mini-workshop to present a fairly minor but mandatory and company-wide change to her third group of the day, her 70th group of the month. There are just six delegates in the room, all from a high-performing department. Everyone in the room knows about the change; some are nervous, most are skeptical. The SME starts talking quickly about her 25 years of experience, about how many times she's given this same talk, and how she knows the new process works. She can feel resistance in the room. She is challenged, which she handles with impatience, determined to move on.

One delegate suddenly excuses herself, says she can't cope with "it", walks out of the room, picks up her laptop and leaves the building.

What just happened?

Despite using an experienced Project Manager, and a committed SME, the business was determined to implement a new process without taking into account the 'people' factors. 

It's important to note that the decision to introduce the new process business-wide was made  after successful implementation at one site, where it solved a problem. There was little consultation outside Head Office.

Communication was minimal and vague, and far too long ago. Why is this a problem? Because change is often threatening and always personal. There were no success stories from earlier implementation. It was an indistinct cloud on the horizon, but with months between the first (and only) communication, and the implementation phase, office gossip had reinforced negative views of the change. This was obvious in the skeptical response in the room.

In this case, the change is relatively minor, and employees have no choice but to comply. The business impact of the lack of managed change will be negligible, but damage has been done. Employee engagement scores will take a hit. The company's values around respecting people will be questioned. The new process will be adopted and resented. Morale will suffer.

How could this situation have been avoided? An integrated Change Management approach would include the following elements:

Site by Site Consultation
Regular Communication - Benefits
Identification of resistance points
Neutralising of resistance points
Considered timing
Information & Resources

The workshop delegate who walked out will be implementing the change this week, without any counselling or instruction. She has decided that its easier to comply than make a fuss. Her personal resentment simmers.

A Change is as Good as a Holiday

Frankly, I'd prefer to take the holiday, if that's okay with everyone. Why? Because organisational change, when it's mishandled, is a painful experience for all concerned.

I can say that with a fair degree of confidence. I've been subjected to changes, both good and bad. Now, managing change is my career. I've been managing various aspects of organisational change for years, and now I'm bringing it all together as a specialist change manager.

Unfortunately, that just makes me even more aware of when the change process is handled poorly. By the way, it's usually handled poorly.

So what are we talking about when we refer to organisational change? Its the stuff that happens in organisations - corporations, governments, departments, clubs, schools, hospitals, shops - when a change occurs. It could be a new law or policy that means you have change your record keeping processes, or your business might be moving offices, or introducing new computer software. It could be a merger or restructure or a round of redundancies.

Change Management is about people and making sure that they're okay. It's about helping through change by understanding their fears, their limits, their barriers, by communicating well and by preparing everyone for life after change.

It's pretty simple, when you think about it. I mean that literally. Think.

What  is so hard about communicating? Some businesses have teams of people to "communicate", but they still get it wrong. There's a difference between telling people what you want them to know, and telling them what they need to know. 

Work with people to reduce their fears, bring them along with you so that they share the journey and become part of the change, rather than a victim of it. Make sure they know why the change is being made; stay focused on benefits because that's the whole point.

People don't like change, but they do like to be part of a team, to be "in the know", to have their say and be heard. Make sure to include people who most vehemently oppose the change; they have a perspective you need!

What else o people like? They like to succeed. Sounds obvious, but in a changing environment, it can be hard for some. It's almost impossible to be confident about something new, but being prepared helps! Just get the testing right to make sure that whatever the new thing is, it works. Then, train your team so that they know what to do. Confidence (and competence) will return, but at least for now, give these people your support.

While you're there, share some trust. Let people get on with the job. If you've prepared the way, kept the info coming, tested and trained, life should go on. Just in case there are problems, make sure there's an alternative, a backup plan and a support team. Be prepared.
Change is part of doing business now: Challenge the status quo, practice continuous improvement, upgrade, move forward.

We can achieve all that without the casualties. It just takes a new perspective.