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I have frequent conversations with leaders regarding change. The term "change is hard" is commonly heard. At times, we can underestimate just how hard it is.
Some years back, a CEO of one of the world's largest retail companies spoke at a conference. It is a big box company that was adding online shopping to their business model. The CEO hired an outside expert to help navigate the change. The top leaders met with him. All were incredibly talented individuals who saw themselves as people who lead change.
The expert noticed each person wore a wristwatch. He asked each to take their watch and put it on the opposite wrist. As people grinned, he said, "This is not optional." He waited for them to make the change, then instructed them to wear it that way for the next week. It was obvious they were uncomfortable. The message? If such a seemingly small change is hard, don't underestimate the impact of change on the workforce.
A few tips on change:
1. Take time to identify the "burning platform" (a change management term for an issue that motivates people to take action). I became involved in a change effort in 2005 that would revitalize downtown Pensacola, Florida. In this case, the burning platform was the desire to keep talent (and their children and grandchildren) from leaving home. For decades, small and midmarket communities have seen talent leave and not come back. Research shows that a vibrant downtown is critical to keeping and attracting talent. That was Pensacola's burning platform for why downtown needed to change.
2. Spell out what's in it for them. In my work, I ask the group what the change will mean. How will each stakeholder be impacted? What is in it for them? What is in it for the organization? I ask them to connect the dots for people. Clarity is critical.
3. Study the skills that are needed for success and provide them. When a change is announced, it is human nature for a person to ask themselves, Will I be able to succeed? Change may mean different operational structures, processes, technology, schedules, and more. Sharing the commitment to skill building reduces anxiety. Show empathy and patience. Yes, eventually a new process, structure, or technology will be better; however, things will take more time at first while the adjustment is taking place. Staffing a bit higher than the norm while the change is taking place shows empathy.
4. Get the critical mass on board. Doing so requires a very deliberate communication process. Spend time with leaders to ensure they can communicate what is taking place and can answer all questions. A common miss is assuming all leaders are skilled in this area. If not done well, the change gets off track quickly. This includes the commitment to skill building.
5. Ask people to identify barriers that could get in the way of implementation. An anonymous survey is a valuable tool to help with this. Communicate the barriers and how they are being addressed.
6. Recognize small wins as the process unfolds. Recognized behaviors will get repeated.
There is always more to any change, but these six tips offer general guidance and a good place to start. Never underestimate how difficult even a small change can feel to the person experiencing it.
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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book "Building a Vibrant Community" is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home.