The amount of change we have experienced recently, both as individuals and in our workplaces, has been challenging at best and overwhelming for many. Whether it’s about finances, housing, organizational restructuring, downsizing, war, or a new administration, change has been coming fast and furious. If you are responsible for leading your organization during times of change, or managing a team that is going through change, you will want to read on.

Although there are many experts who would like to be able to predict what will happen next and hope to control outcomes through those predictions, there is a better way to prepare for change: that is - understand the human side of change. Through understanding the human side of change and applying some basic, core principles to your management practices, you can improve morale and employee engagement, even during the most difficult times.

The quote by Bill Watterson is very relevant to a discussion of the human side of change. When going through change, it is common to look at the situation through our own filters and to continue to see things the way we wish they would be vs. the way they are. Most change efforts fail because the human side of change is not acknowledged.

In fact, in 2005, Business week did a study that found that 31% of CEO’s were fired because they mismanaged change. Another study found that roughly 70% of change efforts fail or are derailed.

Change breeds fear and people’s survival instincts kick into gear. Too often, managers and leaders will issue a memo about an upcoming change and leave it at that, thinking that they have communicated clearly with employees. However, a memo does not address fear or the human side of change.

Employees will be advocates for the change and influence others to buy in to the change only after an emotional commitment is made to doing things a new way. An emotional commitment is not achieved through a memo. It is achieved through dialogue. Every time you have a dialogue with an employee, it is an opportunity to understand what motivates them and how you can help them to be highly engaged in their work, even during times of change.

Following a few key steps will help you to reach your organization’s desired outcomes and reduce the risk of lowered morale, turnover, or failed initiatives. These are simple steps that do not have to take a lot of time. However, you must do these things consistently, especially in today’s work environment, where change itself is a constant.

1. Involve employees at all levels in the upcoming change. Solicit input on how to best go about it. Know who the primary influencers are in each department and each team, and solicit their support by making them a part of the process.
   
   
2. Communicate what you know when you know it. Reassure people that you will provide information as it comes in.
   
   
3. Have a dialogue with individual employees. You might think this will take too much time, but not doing it is the downfall of many a change effort. Numerous studies have been done to assess what keeps employees engaged in their work, and the number one factor is – upper management cares about my well-being. If you do not take the time to understand your employee’s perspective on the change and to show that you care about how it is affecting them, you risk a failed change initiative. The best way to show concern and build a strong connection with an employee is to ask open-ended questions such as:

• We’ve been going through some challenging times, and I am wondering how you are doing with all of the change?
  
  
• What’s the hardest part about the change?
  
  
• What part of the change do you feel you have done well with?
  
  
• How do you think the whole team might help one another adjust to the changes better?
  
  
• What could you do that might be helpful to others?
  
  
• What can I do to support you through this change?
  
  

Then listen and reflect back to the employee that you have heard them. Create some next steps for both you and the employee that will help to move the change initiative forward. Once you start a dialog, you have to continue it. Check back in with your employees. Walk the halls and make yourself available for informal conversation.

Following these three simple steps will get you a huge return on your investment of time.

To learn more about Edizen’s approach to change management and employee engagement, read this related article: What Happened to My High Potentials? How to keep star performers from disengaging and derailing.   

Gail Finger is a Senior Consultant with Edizen Corporation and brings over 20 years of expertise in human motivation, performance and the psychology of change to her consulting work. She is an ICF Certified Coach and a subject matter expert on change management and employee engagement.

To learn more about how Edizen can help your organization succeed during times of change, contact Gail Finger at 866-334-9362, 202-689-5667 or gfinger@edizenco.com.

EDIZEN Insights #111
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