Managing Change

Ensuring Staff Stay on Board

As we all know, in today's challenging business environment the only constant is change. But change does not necessarily mean progress. The businesses that prosper (or even survive) are the ones that adapt to changing customer demands, as well as demographic and industry changes. But what does managing change successfully in a business involve, and how do you ensure your staff remain on board?

It is relatively easy to install a new computer system or introduce a new business practice, but the success or failure of any new initiative depends on staff 'buying into' the change process. Research has shown that 70% of change initiatives fail because of people issues, and from my experience, I would say that this is a conservative figure. Why is this? The answer lies in how employees (and people in general) view change.

When your business instigates a change, eg. a new reporting structure, some staff members will feel uncertain. They will wonder why this is happening, thinking that things were fine the way they were. They may begin to doubt management's motives; some may become sceptical about what they are being told and search for hidden agendas. This can lead to an attitude of 'I'll do my job but that is it'.

When change is implemented, employees can feel overwhelmed with new responsibilities and new routines. They may begin to fear the impact of future changes, thinking 'what will management come up with next?' Staff crave information and if they don't get it they gossip, which by its nature is negative, will fill the vacuum.

When an organisation goes through substantial change, eg. a relocation, staff will feel a sense of loss that is akin to the grieving process. This may sound extreme, but think about what is lost when a business goes through big changes. There is a loss of familiar people and territory, a loss of clarity and perhaps a loss of friends and colleagues. There is a loss of predictability about the future and it is a natural human tendency to have a need for certainty and security.

So what should you do to ensure you manage employees through the process of change?

• Be constantly aware of employee morale. Put yourself in your employee's shoes and ask yourself what it would be like to be a junior member of staff working in the business right now.
• You need to factor employees into the change process. Map out how they can get from one stage to the next. You will need to explain the reasons behind the change. Provide full and early communication, both positive and negative as soon as possible.
• The greater the volume of information shared and dialogue entered into, the lower the levels of employee stress, worry and resistance to change. Look for ways of improving dialogue between management and staff.
• Avoid steamrolling the change through. Listen to what employees are saying. They are the ones who have daily contact with customers. They may even have some useful ideas that will enhance what you are trying to achieve.
• Walk the talk. If you want staff to adopt new procedures or attitudes then as the owner or manager you have to embody the change. Remember the three principles of leadership - example, example, example.

By thinking about the short and long term impact of the changes on both customers and employees and by involving them in the change process from the outset, you are moving into the 30% category of change initiatives that are successful.

Finally, the time to introduce change and business enhancements is when the company is performing well. Rather then having the belief that 'if it isn't broken why fix it' a more dynamic and proactive belief to have is 'it may not be broken, but how could my business be even better?'

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