Change—Moving Past the Pause

 

Change Management ConceptWhen we hear the word change, there is usually some pause in our thinking as we reflect on the why, when, what, and how of potential impact. This is especially true in a large organization because of the number of people affected and the diversity of views. What can agency leaders do to help individuals embrace and support change? Here are a few key areas to address.

Address the Why: Any change, regardless of complexity or scale, requires sensitivity in addressing the need for change. This should include anticipating questions and concerns about why the change is needed. If leadership cannot come up with a tangible, concise statement about the need for the change, there is likely little value in it.

Consider Impact: It is only normal for individuals to evaluate change through the lens of how it will impact them personally. Achieving buy-in calls for a detailed response to the question What’s in it for me? (WIIFM). Once each person recognizes how the change will impact them as an individual, they can begin to consider the change from a broader point of view. Communication and employee involvement are key before energetic support for change can be realized. Communication could include emails highlighting supporting points, staff discussions, town hall meetings, and focus groups. It is also very useful to involve a cross section of employees in contributing to the design and development of the desired change.

Demonstrate the Value: With an explanation for the change and grass roots buy-in within reach, leadership needs to develop a safe harbor in which to test the change. This test could take the form of a pilot in a specific part of the organization that would illustrate how the change will positively impact the organization. The duration of the pilot would depend on process complexity and degree of perceived change.

Measure, Monitor, and Adjust: Once a desired change strategy has been implemented, it’s important to monitor, measure, and adjust the strategy as required. Measurement can be in the form of qualitative survey or quantitative output measures. In both cases, results should be openly shared with employees so that everyone can objectively observe the positive contribution of the change. Managing with facts and data will secure commitment to current and future changes because it will show a demonstrated desire for positive impact.

Challenges are a reality in any organization facing a change initiative. But transparent communication, employee involvement, and adjusting and measuring impact can go a long way toward calming initial resistance, getting past the pause, and managing the change process.

Got change in your future?  Make sure to include these elements in your change strategy to ensure greater success.

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