Written by: Glenn Akramoff, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
The first step in changing a workplace is to adjust your attitude about change. The process is not a “have to.” It is a “get to”! It may seem like semantics, but how you think and talk about change matters!
While it is essential to be nimble and shift quickly, building the “change muscles” for yourself and the organization is equally imperative. Momentum is created by making change. Take on a minor issue that everyone wants to move in another direction. It will begin to start a process in which everyone is somewhat comfortable.
Changing for change's sake is never an effective strategy. The organization must have a big “why to change” and how it operates. It is worth the time to express why a change is needed. Include in the development what will change, what will be impacted, who will be affected, and list the positive and negative effects of the change. It is recommended that you create a written purpose statement for the change, so everyone understands the vision for the change process.
The process of change is emotional for every person involved. It is also very personal regardless of the role. Individuality is what makes the procedure so challenging and so rewarding when done well. Everyone goes through these steps of change: Resist – “I am not changing.”
Observe – “I will see what happens.”
Accept – “Change is happening.”
Engage – “I am going to be a part of the process.”
Acknowledge – “This change is ok, and I support it.”
Celebrate – “We did it!”
There are times when individuals will move backward in the process when challenges arise, or a particular part of the change process begins or ends. Everyone must understand where they are on the steps to changing and that everyone can go through it at their own pace. The team leader needs to know where every team member is on the steps of change at any given time, including themselves.
“The secret of change is to focus all of your energy not on fighting the old, but on building the new” –Socrates
Change is hard! You hear this everywhere you go. It can be, but it doesn’t have to be. Being thoughtful as a leader before you start the process is a vital first step in the process. At the same time, not everyone will be happy or comfortable with a change process. As a leader, you must consider every team member individually and see the process from their perspectives.
We, as leaders, must also know that the entire team will be watching to see our commitment, our reactions, and our willingness to support their journey through the process. We will set the tone and the vision of the change process.
Providing time and space for everyone to talk about and feel the coming changes is always recommended. This time will not be wasted time and will increase the speed of the process in the end. Every person goes through the change process differently. We as leaders need to understand and support the individual’s trials. Don’t forget you are going through it as well.
They must know what is in it for them. Once we show employees what to expect, we then need to deliver. Therefore, leaders need to be cautious and exact about what is in it for the team members. There must always be something significant.
Great leaders know change is part of creating world-class teams. One successful change process can build toward the next one. Trust will be gained with the team, and they will grow to acknowledge when change is needed and begin the change process on their own.
5 Questions employees might have about change (and how to answer them)
The change process is a disruptive process to any organization. A crucial part of finding success with any change is getting team buy-in. No leader can ultimately dictate change and be successful in completing the implementation. The process will need to be inclusive of all those people impacted. Employees will have many questions about what is next. It is incumbent on the leader to answer them to each employee's satisfaction. The team members must trust the leaders and the process.
1. Why the change?
Employees want to know the purpose of any change process. They will want to evaluate what it means to them and the organization. Team member’s future is invested in the organizations and their positions.
Answer: Create a problem statement and purpose statement for the change process.Being very clear and confident that the change needs to occur.Share and take input from all team members on the problem and purpose statement. Be prepared for team members to go through the steps of the change process.
2. Why now?
Team members want to understand what has triggered the need for the change. Most of them are comfortable with the way things are now, even if they're not going well.
Answer: The problem statement should answer this concern. The team will look to the leader to answer this multiple times to trust that it is true. They will look for a consistent and confident answer.
3. Is this just another management thing?
Employees have seen change before, and it is often focused on them, management is not committed to it and will not participate in the process other than leading it. When this happens in an organization multiple times, team members will not engage until they see the leaders accountable for the process. They see it as the flavor of the month, and they know it will just pass whether they participate or not.
Answer: Modeling the change you want to see is the only way to get the team members to engage. Identifying early implementers of the change will also help. Identification should be made at the beginning of the process. These team members can help the leaders model the new behaviors.
Understand that resistance is part of the process and must be worked through on an individual basis.
4. What result are we looking for?
The organization's employees need to know the vision that the change is going to create. This includes what the organization and their jobs will look like when the process is completed. Having and creating enthusiasm around d the vision will increase the desire for team members to be included.
Answer: Create an elevator speech for the change process. Make sure all the leaders that are participating know and use it often. Always leave every conversation you have as a leader with team members by connecting that conversation to the vision you are trying to achieve with the change process.
5. What's in it for me?
Most employees will not ask this one directly, but they are all thinking about it. Since change is a very personal process, the team members must have the answer to this question at the beginning of the process. They will need the response reinforced until the process is completed.
Answer: Identify all of those who are impacted by the proposed change. Identify how they will be affected. Ask them how they see themselves being involved. Help them understand how they will feel when the process has been completed successfully. Create a feeling of success before the process starts. Change is emotional; attaching a positive emotion to the process will increase buy-in and reduce fear.
Answering these five questions before you move forward with the process will go a long way to getting team members behind the change process and getting them to trust those who are leading it. It may seem daunting to personalize the process, but it is worth the effort. Taking the time to buy in will pay off now and all the future change activities you need to implement. In today's workplace, change is a constant. Having your team prepared and comfortable with it will become one of any organization's most significant assets.
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Glenn Akramoff, Executive Contributor Brainz Magazine
Glenn Akramoff is the founder and CEO of Akramoff LLC. His expertise is rehabilitating and revitalizing municipal government workplaces and has developed a program that will improve any organization by returning humanity to the center of focus.
Glenn’s life experiences and core values are the center of his purpose. Having worked from seasonal maintenance to City Manager and now consultant and business owner over a 30-year career, he’s observed a connection between fulfillment at work and happiness at home. He has an intense desire to improve the lives of everyone he works with. Glenn creates environments that are innovative, inclusive, growing, and rich in communication and respect. His Human Centered program empowers teams and leaders to overcome and succeed together.
