I saw an episode of the TV series The Good Doctor where there was a mass casualty event with dozens of people coming into the hospital emergency room, many with catastrophic injuries. The scene was complete chaos with urgent needs, staff questions, and families in panic. It was madness. It was so fast-moving and overwhelming that the physician in charge started to freeze, becoming incapacitated.
That’s what rapid and high-volume change can do to any leader or team member. Today, change is ubiquitous, meaning “all over the place” or “pervasive.” For example…
Change of computer software at work
Change to your retirement plan
Change coming from artificial intelligence
Change to your smartphone operating system
Change of technology in your car
Change of supervisor at your job
Change of your health insurance plan
Change of policies at your kid’s school
Despite how confident some leaders are in the changes they are implementing, it is common for change efforts to fail. In fact, it is estimated that about 70% of change efforts fail to meet expectations. That level of failure can be costly and disruptive to any organization. There are many reasons for these failures including a leader not having enough credibility to influence people to follow them or not having the ability to cut through a maze of organizational and cultural obstacles. However, one of the biggest reasons is that change often leads to resistance, and enough resistance from enough people can sink even the best ideas. Here are six strategies to help you and your team manage change.
If you are leading the change, remember…
1. Remind yourself that most people have a hard time changing.
As leaders, we often get frustrated when people are not enthusiastic about the changes we are proposing. But think about it, how often do you like it when change is imposed on you? When your favorite restaurant now closes on Mondays (what’s up with that?!). Or, your computer needs updates AGAIN and changes everything on the desktop. By reminding yourself how you feel when you are asked or forced to change, you will have more realistic expectations.
2. Check your credibility level before proposing change.
Credibility is the currency required to influence people. If a leader expects their team to follow their vision, the vision needs to be compelling and capture the heart. People will more readily embrace a change that touches them emotionally, not just cognitively. But the leader also needs to have a full bank of credibility and a high trust culture. So, before launching a major change, take a look at your credibility by seeking out truth-based feedback from trustworthy people.
3. Identify and build buy-in with the people most important to the success of the change initiative.
The more disruptive the change, the more you need to be sure you have enough of the right people to support it. Within every organization or team, there are usually a handful of influencers – those others look to for their opinion. The more of these influencers who support the change, the greater the likelihood of success because they will become your ambassadors in helping others to give it a chance.
4. Assume and anticipate resistance.
Resistance to change is normal. Change is inconvenient and results in people feeling a bit confused and embarrassed. And it can often result in feelings of loss. Remember, not everyone who resists a change is an obstructionist. Sometimes they resist it because either they don’t understand it or they see a problem with it. After all, people fight to protect what they value. So, take the time to carefully listen and patiently explain.
5. Bandwidth influences tolerance to change.
Don’t underestimate the impact of what is happening in someone’s personal life or their level of stress from existing work responsibilities. These can influence how someone responds or reacts to change. If a team member is under duress due to dealing with multiple major stressors at the same time that you announce a change that impacts them, don’t expect a high five and warm smile from them, even if the change is a good one. Sometimes, receptivity to change is all about the timing of the launch.
6. Seek advice from others before and during the change initiative.
People tend to be more accepting of changes when they have had some input. But this does not mean every change is a democracy. Take the time to gather input, test assumptions, and listen carefully to those who will be impacted by the change and responsible for its successful implementation. This feedback can help make a vision stronger and help the leader learn more about where there may be gaps in either the vision or the overall plan behind it.
If you are a team member being asked to change, remember…
1. Understand your own natural response to change.
People are all uniquely wired, and this includes how they respond to change. Some people respond to change like a kid responds to sugar – with excitement and energy! Others would prefer that change never happens… ever! Still others need plenty of time to process and adjust to change and then accept it (kind of). It is helpful to look honestly at your own natural response and help others understand theirs.
2. If you are having a negative reaction to a change, stop and ask yourself, “Why?”
There are many reasons why we may have a negative reaction to change. It can be that we strongly feel it is a bad decision. Or we may fear how it could disrupt our lives or jobs. It helps to know why you are feeling a negative response to a proposed change. Remember, you cannot manage what you do not understand about yourself. It’s ok if your first internal reaction is “No way,” but don’t camp out there. Dig deep enough to find out the “why.”
3. Differentiate the message (the change) from the messenger (the leader).
There are certain positions I envision being as pleasant as a poison ivy rash. For example, a President’s press secretary or a medical bill collector. It is common to have a negative reaction to any proposal from someone sharing news you do not like, especially if it is from someone you do not trust. However, remind yourself that even if the messenger has low credibility in your sight, it does not mean the proposal is not in the best interest of the organization’s mission. So, strive to differentiate between the message and the messenger.
4. Don’t feed into negative communication when you are having questions about a change.
Organizations often undergo major change initiatives when they are already experiencing difficulty. Revenue may be down. Team conflict may be heightened. Competitors may be pressing heavily into your organization. When this happens, it is common to have negative chatter take place in hallways and on text chains. Even if you are not excited or supportive of the change, don’t feed into this doom loop. No one benefits, and it can harm your personal credibility and maybe even your job.
5. Remember that it is ok to ask questions – respectfully.
Team members in some organizations are hesitant to ask questions about changes because they fear they will be punished. And that can be true. But there are plenty of leaders who are very open to questions. It’s not if you ask but how you ask that may matter most. If you ask with an accusatory or critical tone, the manager or supervisor may take that as a statement rather than a genuine question. So, ask with sincerity.
6. Give leaders the benefit of the doubt.
Humans are very talented at demonizing those with whom we disagree. Remember, most leaders are striving to do their best, even when it doesn’t make sense to you or when you strongly feel that it is a mistake. Like us, they are far from perfect, but there are times when change is needed and, although there are no guarantees for success, the leader is pursuing the change because he or she believes it is in the best interest of the mission.
Contact us to learn more about how our consultants can help you lead effective change.
Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
