Leaders and managers are testing their assumptions and abilities in change management as organizations, lines of business, and teams are asked to quickly pivot in their roles and responsibilities. Many employees are being asked to take on additional work, perform new tasks, work in new environments, or under increasing pressure. Everyone is affected.
Even in times of crisis, a swift, top down approach to manage change simply doesn’t work. Two theories explain this:
- People are hard-wired for homeostasis: we have a natural tendency to resist change, especially change that is imposed. You don’t have to look far to see examples of this today.
- Change is occurring all the time. Every person, and every process, is undergoing change. Leaders and managers often fail to recognize and tap in to this.
But when all employees are engaged through-out the process of change, meaningful change can occur. I see this in the organizations where I consult: employees who understand the obstacles and principles, have their concerns and questions answered, and can contribute with their experience and knowledge engage in meaningful change.
This is no easy task, especially in times of crisis. Managing meaningful change begins by engaging in, and managing conversations.
The Basis for Meaningful Change
Have you noticed how leaders who speak louder, cajole, argue, and push incur greater resistance?
In their attempt to influence how people behave—their purpose or process—they fail to address the needs, desires, and agendas of those they want to persuade. This approach only serves to foster a closed, or fixed mindset.
For example, leaders and managers of offices that were closed need to examine what changes are needed to ensure employee and client safety. Many factors need to be considered, including (but not limited to) work spaces, processes and routines, new or temporary policies, and the feelings and circumstances of returning employees. While many are eager to return to work, there remains a level of uncertainty, apprehension, and stress in doing so.
Managing meaningful change requires the engagement of each employee in the decision-making of where, how, and when they work. Of course, the level of flexibility may vary depending on circumstances, however, leaders and managers can make a conversation meaningful with two-way dialog: listen, ask, mirror, and reflect back what is heard. Ask what is needed, and discuss anticipated changes. Employees who participate in decisions that directly affect them have greater confidence and adaptability, including necessary physical distancing, the wearing of masks, and other new hygiene protocol.
Leaders who maintain an open-mindset engage to learn. Offer compassion, honesty, and openness. And remember: leaders and managers are role models for the changes they wish to see.
What do you think? As a leader, what is your approach to change management? How do you secure meaningful change in your organization? I’d love to hear from you. I can be reached here, on LinkedIn, or give me a call: 561-582-6060.
