The Art of Change Management

     

They always say there are two things guaranteed in life—death and taxes. You can add a third thing to that statement—change.  Nothing in life is static, and change is inevitable. Yet when it comes to the business environment (and in life), most people do not embrace change. Change scares them.

Why do so many people fear change? A recent article in Inc., titled “Science Says This is Why You Fear Change (And What To Do About It),” Case in point: one study had a group of people view a painting that they were told was done in 1905. The next group viewed the same painting but this group was told that the painting was done in 2005. The 1905 group rated the painting much more aesthetically pleasing than the other group.

We like that which has been around for a while. That's the obvious reason for why we don't like change. 

But it runs deeper than that.

We also fear the new because of the uncertainty it brings. As popular podcaster Tim Ferriss says, people would rather be unhappy than uncertain.

Neuroscience research teaches us that uncertainty registers in our brain much like an error does. It needs to be corrected before we can feel comfortable again, so we'd rather not have that hanging out there if we can avoid it.” 

As managers and leaders, it’s our jobs to help our team overcome fears surrounding organizational change, whether it be about something as common as a change in leadership or a shift in the business model to adjust to the marketplace. Managers will face a big challenge when it has been reported that 74 percent of people fear change. Consider that number in real-world terms. It means 74 out of 100 employees fear change. So, over half of your employees will need to be guided through change no matter what kind of change is required.

As a leader, how do you help your staff smoothly make transitions big or small? First, education is paramount. Information helps people understand what change will mean to their jobs. If it’s a major shift in the business model, it will be important to put it in writing in some kind of guide or report (visual aids should be used when applicable). You will want to have this document prepared well in advance of the transition. So, when you’re ready to announce the change, you can either first supply the document or send it out after the announcement. However, if you supply the document upfront before the official announcement, your staff will have time to prepare questions.

Answers to questions will help calm people’s worries. Make sure you have all possible questions in mind and prepare answers in advance. If different, unexpected questions arise, plan to devise  a way to effectively and quickly provide answers. The longer people have time to worry about something uncertain only makes it worse and increases stress levels. So, be understanding and responsive to supply answers.

Be compassionate—no one wants to feel like their feelings about something go unheard or get shrugged off. Keep in mind your own fears about change. Maybe you’re a super positive person who falls into the 26 percent of people who embrace change and jump in. Good for you and that’s wonderful. However, you may have developed that attitude over time as you became more enlightened. Think about how you once did not embrace change and be empathetic to others’ fears. The kinder and gentler you behave toward others will help them feel more confident and less alone in their anxieties.

Most importantly lead through example. Perhaps you’re worried about the changes yourself, but you will have to put aside those concerns for the sake of effective management. You will have to be the positive cheerleader who “cheers” on the change and becomes a sort of Pied Piper for the others. If you show your own concerns, it will erode confidence and increase stress in others.

Keep an open-door policy. Be prepared to communicate frequently as the transition takes place. Share status updates. Use your company’s internal communications tools. The more communication, the fewer the questions, and a decrease in uncertainty, which is the trigger behind the fears. An open door means just that—you’re always willing to take meetings, discuss what’s going on, and support your staff through it. Remember, over-communication is best while any kind of secrecy or ambiguity will stir up problems.

Water-cooler talk is inevitable in almost any organization. However, if you control the message, then the talk will be about the facts not speculations. When people feel heard, respected, and included in the change, overall acceptance of it will be greater.

 

Michelle Gamble is an author, writers, and marketing and PR specialist. She can be reached at info@3LPublishing.com.