Change management: mistakes to avoid (part 2)

In the workplace, making change digestive is not easy: there are those who do not like the news, those who never feel involved enough in decisions, those who cannot have a vision of together but focuses only on the personal consequences. And there are, objectively, unpopular choices.

How to apply the rules of change management best?

We continue to offer you some tips from the Forbes Coaches Council, starting from number eight, after the ones we told you in the previous article.

Change Management 101: The Definitive Guide

8. Do not minimize or unload the barrel

Having had more time to understand and rationalize the issue, leaders often tend to minimize the impact of change. And they struggle to predict the possible effects on the productivity or enthusiasm of employees. It also happens, not infrequently, that  delegates the burden of managing these consequences to others, losing control over the situation.

9. Don’t take anything for granted

Staying at the helm of change management does not end in providing information on an upcoming novelty, but can require a broader taking of responsibility. It may happen, for example, that collaborators need to be guided, to receive reassurance or to develop new skills. Work on empathy and listening: truly connecting with the team can be useful for bringing out hidden emotions and fears, preventing them from exploding at a later time.

10. Set a good example

Is the company changing its skin? Is a new CEO on the way? Are there any mergers or acquisitions with possible impacts on the professional future of the team? In order not to get caught up in new things, you have to train yourself to manage them. Before asking the team for an effort, inviting them to prepare for the transformation ahead, put yourself at the forefront and  embody the change you expect from your team. The collaborators, seeing you involved and active, will take inspiration and react.

11. Involve stakeholders

The leaders of a company or a workgroup must be the embodiment of change, leading the team. By acting alone, however, they risk imposing – again – a situation, forgetting to consider the thinking of others. To direct resources towards a new goal, it is better not to order, but to define the path together. How to do it? Actively involve people impacted by the news, Interact often and willingly, explain to them the reasons for the transformation. Feeling an active part of the moment, they will react with more positivity and show commitment.

12. Indulge the personalities

Individualists are often fans of change, as opposed to those who love stability and predictable things. Organization maniacs, on the other hand, go in search of data and objective confirmations before deciding which side to take, while mediators try to lend a hand to those in difficulty. For each personality there is a more or less effective change management strategy: take this into account, communicating to the team in a personalized way.

13. Take it one step at a time

Change is a long process, which builds and settles day after day. It can be an impactful phenomenon, and it certainly takes time and patience, to tackle it one step at a time. To reduce complexity, it is better to break down the problem into a series of progressive actions. And proceed calmly: every step, however small, will be the beginning of the journey.

What's Missing from Most ITSM Change Management Processes? | Joe The IT Guy

14. Help others see

The news can generate uncertainties and concerns, especially in those who do not occupy hierarchically high positions and therefore do not enjoy a higher, more complete and strategic vision. If there are rumors of a corporate reorganization, open up to the team and anticipate the rise of rumors and gossip, often unfounded. Clearly clarify the situation and share the team’s fears, also inviting them to have a positive approach. As? Imagine the future together, helping them see the opportunities that can open up.

15. Offer clarity and support

Take care both of making change understood and accepted, and of managing the transition, which is, above all, a psychological process. In the first case, decisive choices and training activities are useful; the second requires time, patience and explanations on the individual steps to take to reach the finish line together.

Help people feel actively part of the transformation, rather than undergoing it. It will be easier to accept change and induce a positive and curious attitude: because behind a transformation, a great opportunity can be hidden.

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