| It seems that bad news for business is all around | | | | to chaos. Instead, remember to employ in-person |
| us nowadays. We hear about bank closures, | | | | communications when a change is going to occur. |
| business failures, and layoffs just about every | | | | Workshops or "town hall" sessions are very |
| day. If your organization is facing a change, it is | | | | effective communication tools. If it's possible, the |
| vitally important that leadership follow a few basic | | | | highest organizational leaders should go to these |
| tenets to get through the change and keep | | | | events to show the organization that they are |
| moving forward. The main thing to remember, | | | | involved and that they are empathetic to |
| above all else, is not to impose or force change | | | | everyone's fear and discomfort. As we discussed |
| using the "Because we said so" mentality. So how | | | | earlier, if your lower level leaders and managers |
| can you, as an organizational leader, manage | | | | are to manage the change, begin communicating |
| change? | | | | with them in advance. Have brainstorming |
| To begin with, you must know what you are | | | | sessions with these groups to determine the best |
| going to achieve from the change, or at the very | | | | change management steps - and to discuss how |
| least what the final outcome will be. In addition, | | | | a face-to-face "road show" could be carried out |
| organizational leaders need to be aware of why | | | | effectively. |
| the change is being made. If layoffs are | | | | Many times, especially in today's economic |
| necessary, don't hide behind excuses but tell the | | | | environment, change leads to new policies, |
| truth about where the organization is. If you've | | | | procedures, systems, processes, and rules. If this |
| been merged, think about the positive reasons for | | | | is the case with your organization, don't forget to |
| this change and be ready to explain them. Take | | | | create training that introduces the new way of |
| the time to plan by determining who is affected | | | | doing business. Your training department can be a |
| by each change and also by gauging how they | | | | key ally in managing the change, so bring them in |
| may react to the change. Remember that the | | | | early to begin creating courses, workshops, and |
| biggest fear in change is the change itself, so if | | | | seminars that explain how change will be |
| you can describe the benefits and the "why's", | | | | implemented and how new operations will be |
| you'll be a step ahead. | | | | carried out. Just as face-to-face communication |
| Along these lines, remember to avoid "selling" | | | | can be beneficial, effective training in times of |
| change. The change is not like a sales | | | | change will keep your organization in step with the |
| presentation, where your goal is to persuade the | | | | change. And best of all, knowledge can curtail |
| prospect. Turn the "sale" into an explanation. Make | | | | fear, dissatisfaction, and discomfort. |
| sure that the organization is either in agreement | | | | If changes are going to be especially unsettling, |
| with the change or that they at least understand | | | | like layoffs, acquisitions, or mergers, remember to |
| the need for the change. If you are managing | | | | maintain your humanity in the process. Help people |
| higher levels of associates, give them the | | | | to understand why the change is occurring. |
| opportunity to plan the management of the | | | | Understand that the organization will grieve for |
| change. For example, if you're dealing with a | | | | absent colleagues, the old company, or the old |
| typical organizational hierarchy, let individual division | | | | way of doing things. Your goal as a leader is to |
| managers determine how they'll manage the | | | | help the organization's members to move on. If |
| change based on their areas of responsibility - and | | | | you have to lay off a workforce, bring in career |
| the associates in those areas. They can manage | | | | counselors who can help the displaced people |
| change much more effectively at these levels | | | | move forward with finding new jobs, filing for |
| because they know the personalities of the | | | | unemployment, or choosing severance packages. |
| groups they manage. | | | | Your attention to these things in especially difficult |
| One of the biggest mistakes organizations make | | | | situations will help ease the transition and will also |
| is to avoid face-to-face communication. Have you | | | | help people who are left behind. |
| ever seen emails or Intranet articles that detail a | | | | It is difficult to cope with organizational change, |
| change? This is a very impersonal way of | | | | but if you keep these things in mind in the face of |
| introducing change and will usually lead to | | | | change, your leadership will serve as an example. |
| confusion, anger, and fear. These emotions lead | | | | |