Fill in the blank:
Change is __________.
Depending on your situation, mindset, and thinking style, you may have immediately thought of any number of descriptors. Imagine the variety of reactions your people may have to all the change initiatives you have planned for 2024!
The way I would fill in the blank is: Change is opportunity. As you plan for 2024, here are some keys to success for energizing your team for change.
As a leader who has introduced countless change initiatives, I consider my own attitude, behavior, and language around change to be one of the most critical determinants of success. People can tell if your heart's in it, and your body language will often speak volumes more than the words flowing from your mouth (or keyboard). So, before you get up on stage, be it virtually or in-person, to kick off a major change, take the time to make sure you are the number one believer in this change.
In 2009, I was part of one of the largest super regional bank mergers ever. I was frozen in my tracks until a peer said to me, “Look out your 17th floor office window. See this bank, look at that bank. They are no longer your competition. Now look at JPMC, Citi and Wells Fargo. We are in the big leagues now – that is your new competition!” I immediately became energized about what this opportunity could bring – and I never looked back. It was all about helping to build a top-five financial institution. Really a chance of a lifetime. A year later, coming in on time and on budget, we succeeded in completing this M&A and received countless recognition and awards! This truly transformed my journey in adapting to change.
Once you are clear on your personal conviction, it’s time to think about what this change means to the whole organization, and to individual stakeholders. While it may be appropriate to share the message with different groups in slightly different ways, it is critical that the overall messaging is consistent. For instance, if you roll out a change with positivity and enthusiasm at an all-hands meeting, but privately express your doubts among other leaders, you can expect that to trickle out. If you feel tempted to do this, go back to step one (make sure your energy is leading the charge) and spend some more time on your personal story.
As you prepare to share the initiative, make sure to consider the following questions every single person will be asking themselves as they hear about the new change:
It is extremely important to help leaders feel prepared for employee questions and concerns. Make sure your “point people” for questions and concerns share your conviction in the change, and are prepared to listen to and empathize with a variety of employee viewpoints. It may be necessary to spend some extra time prior to large-scale communication to the company helping other leaders create their authentic buyin to the change, just as you did at the beginning of the process.
Every leader has probably had the experience of spending months preparing to introduce a change initiative, only to roll out to a room full of blank stares. It can really erode your confidence if you don’t plan for the different adaptation styles! I like to leverage the DiSC framework to anticipate how different people may react, and ultimately, how they will make a decision about accepting or resisting the change. The bullets below correspond to the D, i, S, and C styles, respectively.
Time will ultimately tell who will be on board and who will not, but being aware of how different people may react to change will go a long way toward building momentum that ultimately permeates the entire organization. It is not just “leaders in title” who are critical to effective change management, but people who can lead in their own way at every level.
This is very important. Take time to celebrate the milestones the team achieves along the way. We talk a lot in business about the discipline to remain focused on our goals and deadlines. What many leaders miss is the discipline to consistently motivate the team. Take the victory laps! You might meet a goal without taking care of your team, but it may be the last time they rally to get something done, as they cross the finish line burned out and ready to look for another job, or another leader.
Everyone appreciates being recognized for their accomplishments and the extra lift, even if it is just with consistent verbal acknowledgment. When you celebrate, you drive engagement and commitment along your change journey. It’s an investment in long-term success that I have never regretted, no matter how busy I’ve gotten in the midst of an implementation.
For successful change management, keeping your people top-of-mind is the best investment you can make. It begins with you, and continues with an ongoing commitment to your team that includes communicating and reinforcing clear expectations, supporting people in doing their best work, and celebrating success. Glowe is here to lead the shift toward human-centered leadership that transforms businesses and their people. If you need a partner in transformation, let’s find time to chat.