Imagine introducing a new technology or system that will make your organization work better and more efficiently. It’s change management, and you’re excited about the possibilities for change available to grow your business. Your employees are not very enthusiastic about this change. Not everyone shares your unbridled enthusiasm for one reason or another, while some employees are openly resistant to change.
You likely spent more of your resources on development and changed rather than worrying about managing change itself. But no matter how remarkable the difference is for your organization. If employees don’t understand it or don’t appreciate it, they will likely not accept it or adapt to it. Therefore, it is essential to formulate a detailed communication plan with your employees before launching any new change initiative. Because the change process can be annoying for many employees, you can make the change management process much smoother with preparation and good planning.
Resistance to Change
Most employees are resistant to change, while some are more adaptable than others. Also, most employees are neutral to reverse, but they can accept or resist change depending on the situations and situations they face. On the other hand, few employees resist change, knowing that they will not change or only work to change when forced.
Every organization has a mixture of these types of employees. Therefore, as a manager and business leader, you should reach out to them to explain the idea of change and the expected benefits. Employees who resist change than those who accept change need an entirely different kind of connection. Because those who resist change need to know what change constitutes for them. Also the vision and plan that will result from the change process, they also wonder why they cannot survive with the status quo and do they have to change.
Change Curve
To get additional information about how change affects your employees, you need to consider the change curve, a classic change management tool. So it’s great to familiarize yourself with the five stages of grief—denial, anger, bargaining, depression, and acceptance—developed by psychiatrist Elizabeth Kubler Ross in the 1960s. Where you can learn how to handle your employees during the change process. Modifying the model to help explain what people go through during organizational change. For example, your employees are likely to go through the following stages during a change initiative:
1. Shock (“I can’t believe it!“)
2. Denial (“You will never work here!”)
3. Frustration (Management Error!”)
4. Depression (“I give up. Change happens whether I like it or not.”)
5. Experimentation (“Okay…maybe we can make it work.”)
6. Decision-making (“Let’s move on.”)
7. Integration (“We made the change. Now let’s get back to work.”).
It’s normal for every employee to go through these stages before the change becomes a smooth part of your organization. Remember, too, that you may already be in the final stages of the change curve by the time you begin to change. Since you have discussed the change, decided how to implement it, and are ready to integrate it into your organization, you have to realize that your employees are right at the beginning of the curve and need more time and information to get to where you are now.
Don’t make these mistakes
Unfortunately, many leaders skimp on preparing a good communication plan with their employees, and they expect their enthusiasm for the initiative to pass on to their employees. Since you understand the barriers to change, it’s time to carefully craft a communication plan that will support your journey in managing the change process in your organization. That’s why it’s essential to put your feelings aside and, instead, put yourself in the shoes of your employees. And you should avoid making these big mistakes:
1. Don’t express The need for change
Your employees need to understand the reason behind the change. Will the difference help make them more productive or make their jobs easier? Will it help the organization increase profits, translating into better job security and stability or better compensation for them?
If the reason for the change is not compelling enough, they will not be transferred and engaged at work. From here, you have to be careful and persuasive so that a lack of enthusiasm for a new initiative or policy does not turn into poor performance on your employees. At the same time, this is not the kind of change that your organization’s clients want to see.
To avoid this situation, you should start your communication efforts well before the change management begins, using a targeted mix of communication channels. For example, set up email memos and use online platforms and group presentations, which are a great way to explain the rationale and vision behind the change, and one-on-one meetings where employees can privately share their concerns. Also, aim for a level of communication that keeps change on your employees’ minds but doesn’t overwhelm them.
2. We are not giving a clear vision for the future
What will the future look like after implementing change?… Change initiatives can start quickly and generate much initial enthusiasm. But if your employees can’t envision your long-distance vision, that enthusiasm can wear off very quickly. They may not do their best to make the change, delay the initiative from the schedule or derail it altogether. From here, you need to clarify the change initiative through quantifiable criteria and be as specific as possible to make the future tangible.
3. They are not giving employees the tools or ability to change
It is usual for employees to have day-to-day responsibilities in any organization, so you should not overburden them with change either. So you need to make sure that they have the time and skills to deal with change, as well as the right tools. Note that if employees do not have either, they are likely to be exposed to stress and psychological pressure to the maximum extent. Then don’t be surprised if you see employee turnover rise as a result. To avoid this situation, you need to devote enough time to your employees to train and use the skills professionally and for high performance since effective change initiatives do not happen overnight.
4. No business plan
Do your employees know what they will do after the change management process? If you do not provide a detailed action plan, the change will not happen. Note that getting to your destination is much easier if you have a step-by-step guide that acts as a road map. Your employees’ enthusiasm will quickly subside without clear direction, and your change initiative will not go anywhere. Therefore, you must develop a clear action plan and share it with all administrative and functional levels in the organization. You should also regularly check for status reports and see if the change initiative is on the right track.
Progress is impossible without change
Change is inevitable and necessary for growing organizations, but it can be not very comforting. With the right communication strategies, you can ease the transition for your employees and make change consistent, achievable, not impossible.
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