We often hear it: get people involved and they will buy into the change! To what extent (and how) do you involve people? What is your success rate?
I suggest that you put into context the involvement of the people impacted by the change. In my opinion, it starts with first understanding why this change is taking place, then with the quality of communication, then by actually involving people and finally by following up and making adjustments!
Here is a summary of these 4 steps that will help you increase the chances of success of your organizational changes.
#1 Legitimize change
What is the purpose of this change? What are the expected results? As long as this is not clear to you, it cannot be clear to others.
What if the change comes from “higher” and no one really knows the impacts?
In case you are in the grey, you have the choice to adopt one of these two attitudes:
- Victim: I am experiencing the change
- Active: I am proactive and I adapt
As a manager, you are responsible for the implications of change in your team, whether it is your choice or not. Being active is the way to success for me: take the lead to get the answers and be honest about what is impossible to know at the moment. No lies! Your credibility is at stake! Your team won’t be reassured if the pieces of information change at any time.
#2 Communicate by adapting your message
If there’s something that’s totally within your control, it’s how you’re going to communicate or adjust the communication made by someone else, to your team. Here are my suggestions for preparing the paper:
A. Take stock of the impact of the change on the team:
- What work tools will be modified?
- What will be the impact on the organization of work? (priorities, workload, colleagues, working methods, etc.)
- What are the potential impacts on motivation? (nature of tasks, autonomous, climate, etc.)
B. Then, write down for each individual on your team what he or she might answer the questions above.
C. Communicate
- Meet people in small groups, from the most impacted to the least impacted.
- Each time, explain the legitimacy of the change and the potential impacts you have seen.
- Ask the group:
What are you most concerned about change right now?
- Stay open and listening. Several other impacts are likely to appear.
- Respond to concerns as best you can. If you don’t know, say so.
#3 Involve your team
Well done! You have a better understanding of change, impacts, and so does your team. With the direction clear, it’s time to let your team take charge of the things that need to be done. Let them be active too!
All of them understand the tags? Now, delegate the “how”.
Change is not their decision, and they will have to make it. As well as they do it in their own way! It will be a guarantee of success!
#4 Create a follow-up – listening – adaptation loop
Here we go! Stay on top of the facts by asking for regular follow-ups attached to concrete deliverables. Find one ambassador per subgroup, and meet with that person at an appropriate frequency in your context to hear concerns (listening). Stay open and adapt throughout the process.
Stay agile in a changing context!
What elements would you add to improve the chances of success of organizational changes?
(also find this article as a post on my LinkedIn profile)