Change management: mistakes to avoid (part 1)

Changes open doors to new opportunities, but they can sometimes be indigestible and trigger fears, uncertainties and obstructions.

Especially when it comes to business, the question is complex, so much so that it gave rise to the definition of ” change management “: a set of theories and practices applicable to the phenomena of the transformation of work, whether it is new entries or exits in a team, the seat turns, internal reorganizations or the assignment of different roles to collaborators.

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In all cases, the basic principle of change management is to not simply impose something new but to put it into context, prepare the ground, involving in the process those who do not make the choice but undergo it.

How to best apply the culture of change management?

This is suggested by a vademecum drawn up by the Forbes Coaches Council, which collects fifteen pills of wisdom from as many managers.

1. Be transparent and organized

Would you be happy to suddenly find yourself with a new CEO, a new CEO or even just a new team leader, without having been informed first? Would you welcome a corporate reorganization that you didn’t know about until the previous day? Here: not even your resources. To better prepare people for a change it is useful to prepare a communication plan, establishing how and when to inform collaborators before, during and after the transformation.

2. Don’t underestimate discontent

If someone among your colleagues is resistant to change, there could also be a valid reason: in addition to those who complain or stonewall by natural inclination, consider the possibility that there are legitimate concerns. In the face of fears and discontent, act proactively, dispelling your nervousness with clear and direct information.

3. Ask your team’s opinion

Walking the tracks of change by remaining isolated in the bubble of one’s own beliefs and ignoring the opinion of others is risky. Instead, it is better to ask the opinion of the people involved and prick up your ears if you receive spontaneous feedback. This is the only way to understand how, if necessary, to correct the shot.

4. Explain, instead of imposing

No one likes decisions made from above. Top-down processes do not necessarily have to disappear, but to prepare the ground – psychological – it is useful to accompany them with training activities, both in groups and individuals. Even the most unpopular choices will benefit.

5. Don’t back down

It often happens that managers become ambassadors of change and then disappear in the rear at the moment of the facts: this lack of exposure, experts warn, is counterproductive. Be supporters of your idea, from start to finish.

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6. Don’t be self-centered

Managers often tend to oversimplify the issue of change management. By focusing too much on themselves and on the individual consequences of change, they fail to understand or communicate the complexity of the ongoing process, lacking in empathy. How to fix it? Widening our eyes to others.

7. Be patient

The news of a drastic change can trigger reactions of denial, resistance, despair. Do your collaborators not accept the news? Share a goal and give yourself a deadline within which to prove your reasons. Do they regret the past? Give them comfort. Are they confused? Provide answers. In any case, do not pretend to obtain consent by simply snapping your fingers.

The advice on how to best deal with change management is not over yet. In the next article, we will discover other ideas forĀ  gaining the support of your colleagues, even the most suspicious and anchored in the past.

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