Jo Lord, Director Learning To Inspire, looks beyond the plan and strategy of change management and focuses on what really matters when it comes to getting people onboard significant shifts in the organisation.
Exploring the effects of change on the individual and developing a range of tools and techniques to support them can assist the implementation of any change management strategy. We would put together an article that would explore the effects of change on an individual (starting with yourself) and offer a range of practical strategies and tools that
- Help people identify and understand the needs of their people as they approach change and manage them more effectively.
- Ensure the communication messages given out are the same as the communication messages being received.
- Develop a greater understand of the emotions and feelings of others who are most affected by the changes being communicated and discover how to adapt their responses accordingly.
- Diagnose the underlying source of behavioural symptoms of change and provide a remedy at the appropriate level.
Use the main factors that drive human behaviour and develop strategies to help turn a team into change champions instead of change victims. Change is not the same as transition
Change is the situational; a new site, a new structure, a new team, a new manager. Transition is the psychological process people go through to come to terms with the new situation. William Bridges author of Managing Transitions, said: “Although we cannot always control changes, we are always in charge of how we cope with them. Coping with change, big or small, puts us in a state of transition as we adjust our lives and our thoughts to new situations. People have different ways of dealing with change and transition. Although there is no one right way of dealing with change, knowing how you deal with it will make coping with feelings of transition easier”.
The word change conjures up all kinds of feelings in people. When you think of change what do you see, hear or feel? Do you embrace it positively or do you feel anxious? Asking people to think of a metaphor that would describe their present attitude to change can help you identify who are your potential change champions – ask the question. Ask it of some of your colleagues to gain an insight into their views of change, are they experiencing the changes in a positive or negative way. Ask it of yourself, to get a real insight into your own views of the change you are embarking upon ! William Bridges, author of Transitions: Making Sense of Life’s Changes, describes this transition process in three stages: Saying Goodbye, Shifting into Neutral (No Man’s Land).
Depending on the change, and the person, these transition stages can last from a few days to perhaps months or even years. And despite this simple model, it’s not always easy to navigate. Many people are reluctant to let go of old routines. Others become frightened and confused as they move through the transition state. Some even freeze when they face the New Beginning, unsure how to adjust to different circumstances. Dealing with the loss, uncertainty and stress of changing situations is difficult for everyone. Understanding your own reaction to change and how you cope with it not only helps you to deal more calmly and effectively with change but also enables you to empathise with others going through transition and manage change more effectively.
When dealing with change, people are often heard to say, “Why is this happening to me.” They take the stance of victim, someone who is not able to control what is happening around them. What happens if you change one word in that question and replace the To with For? Rather than staying with the problem and resisting the change, shift yourself to seeing the opportunity presented or finding the solution; taking back control. Think of some changes you might be facing now or some situation you are having difficulty coming to terms with and ask yourself the question: “Why is this happening for me ?”
Effective change is about leadership, it’s not about the job title, position or status – it’s about behaviour, observable skills and abilities. Effective leaders behave effectively because they inspire a clear vision. They know what they stand for, have personal credibility and ‘walk the walk’. They confidently and clearly communicate their message, and then trust and enable others to do the job they are paid to do. They set an inspiring example and have the courage to take calculated risks and they celebrate and congratulate when things go well. Leadership is about how ordinary people get extraordinary things done in organisations.
