Change management

Change is both inevitable and necessary if a business is to survive, but despite its significance, change can often feel threatening and unsettling. It has the potential to create disruption, and a loss of production and quality.

As a manager it is likely that at some point in your career you will have some, if not all, the responsibility for implementing change. During this process, you may find that not all your co-workers share the same vision or level of enthusiasm. Change can be seen as a challenge or an opportunity, but either way, change can be managed to help make the transition easier.

Resistance

Generally, most people like routine and familiarity. It provides them with structure, security and a sense of control – this also applies to job roles and responsibilities. When changes are on the horizon, fear and resistance are not usually far behind. People fear change for many varied reasons. It could be a fear of failing or losing something they value. They may feel manipulated because plans were kept secret, or they may subscribe to the belief that “if it’s not broken don’t fix it”.

Managers should always anticipate some resistance to any change effort, and should therefore prepare for it by taking special effort to assess and deal with individual reactions to change.

Gaining commitment to change

Communication

Effective communication is probably one of the most significant factors in whether or not change will succeed. Individuals need to understand the reasons for the proposed changes and the benefits they will bring – never assume that these are obvious.

Maintain clear channels of open, honest communication so that employees understand what is coming, when it is going to take place, and what it will mean to them. You will gain more respect and minimise mistrust by being truthful. Where possible, involve your staff in the process. Tap into their knowledge and allow them to have a voice i.e. give them the opportunity to feedback on how the change process is being managed.

Understanding and managing anxiety

Managing change means managing people’s fears, and from a manager’s point of view these may not always appear to be logical. People react differently to situations based on their experiences and who they are. As a manager, you must suspend personal judgements; your goal should be to try and understand them.

Acknowledge people’s fears, and respond to them in a timely manner with sensitivity. Understanding the employee during the change process should assist in reducing any resistance.

Resource and capability

The next challenge you face is getting your staff to deliver your new change idea and achieve the organisational benefits that you anticipate. Motivation can vary across people, as well as their ability to process information. Some employees are likely to struggle to translate your vision and strategies into productive action, this is not because they are being difficult or don’t understand, but simply because the leap is too large to make without assistance.

Managing change requires hands-on detailed management. This includes the specifics of how to do it, particularly in the early stages when some people may genuinely struggle to understand how to change established patterns of work. There may be a need for training to equip your staff with the additional skills they require.

Leadership

Managing change is not sufficient – you have to lead it. Change in the workplace requires support and leadership that is visible and consistent in all aspects. Management commitment and drive for change is essential if momentum is to be maintained for effective implementation. Managers should lead by example.

Review

Change should be viewed as constant and not as a one-off event. Regardless of how successful the changes have been implemented always be alert and open to ways of making further improvements. Be aware of your employee’s views and opinions, and take time to follow up changes with your staff – their feedback is important.

Prepare yourself

Change should ideally be carefully planned and spread out over time. This allows time for any adjustments, and helps to avoid high levels of stress. If an unexpected event does occur, you will be better equipped to deal with it.
Develop a plan of action. Try to visualise the results you want to achieve and then work out how and what you need to get there. Look at ways of improving the situation, reducing potential losses and maximising any gains.
Find out as much information as you can. The more prepared you are, the better equipped you will be to deal with the changes and the less likely you will be to worry.
Don’t take on too much. Learn to delegate and if needed say “no” to extra commitments.
Rally your support network. Share your feelings about changes with friends, family and colleagues.
Make time to look after your own health and wellbeing, such as take time out to relax.