Change Management for Success

Change can be good. However, a lot of change can be overwhelming and highly stressful. In our current working environment, change is pretty much inevitable. There are constant updates to all kinds of technology we need to learn. There are demands by clients and the marketplace that mean having to quickly pivot, rethink, or even totally scrap a project or proposal for what is now being requested. A merger bringing together two different work cultures can also be very challenging.

Change management is defined by SHRM as “the systematic approach and application of knowledge, tools, and resources to deal with change. It involves defining and adopting corporate strategies, structures, procedures, and technologies to handle changes in external conditions and the business environment.”   

If change has been challenging for your organization, it may be time to rethink how and who is leading change initiatives. HR can have a key role in a more effective approach.

The first question is, "Who has managed change well in your company?" Are some leaders or managers doing better than others? If so, why? It can be helpful to get some feedback from those that report to this person. It may be there is a higher level of trust in their direct report, or the person brought in to lead a transition. It may be their communication style. It could also be that they are just more experienced in leading during times of uncertainty. Understanding when change has been led well and why can give you the opportunity to better train other team leaders.

1. “Create a sense of urgency.“ All employees involved need to understand the why and how this will help the company and their team.
2. “Build a guiding coalition.” Decide who will be on the change leadership team, keeping in mind their level of expertise and experience. It is important to include stakeholders from different parts of the organization and HR should always be involved.
3. “Form a strategic vision and initiatives.” These need to be able to be broken down into actionable steps, including a communications strategy, and who is responsible for completing each step.
4. “Enlist a volunteer army.“ A good place to start is with some of the unofficial leaders, those employees that are “go-tos” on their teams.  
5. “Enable action by removing barriers. “ Understanding what might get in the way before making changes is crucial. Things like inadequate training or a poor communication plan are two examples. Managers who aren’t bought in can also be a barrier that needs to be addressed.
6. “Generate a short-term win.” Waiting six months before seeing progress can derail the change process. It’s important to set milestones that can be reached every few weeks or once a month and then share the progress. This can be very helpful in keeping everyone bought in to achieve longer-term goals.
7. “Sustain acceleration.“ During the change process, it is helpful to occasionally add in new change themes or potentially add in a new team member for different milestones. This is helpful in overcoming resistance to change.
8. "Institute change.” This is the final goal. You are connecting the changes to the shared values of the entire workforce.