How to Manage Change

There is a frequently-quoted statistic, which may not be strictly numerically accurate but certainly

has the feel of truth. 75% of all change initiatives adopted by organisations fail. Generally, they fail for one of three reasons (or in the most spectacular failures, a combination of the three): employees fail to listen to the message for change; employees listen, but disagree with the reasons behind the need for change and fail to buy into the change programme as a result; or they understand and agree with the need for change, but fail to implement the necessary strategy.

Successful change doesn't usually happen overnight. If it's going to be worthwhile, it might take a lot longer than you expected. Let's face it, if life were that easy then all half-decent ideas would become instant success stories and we all know this isn't generally the case.

The headlines tell the story - these are difficult economic times, causing apprehension and nervousness in employees throughout a sizeable portion of the corporate world.  In many companies, a host of counterproductive emotional issues are in play ... and executives who don't recognize and address them, and implement the necessary changes will have difficulty moving their organisations forward.

Louise Pope - Managing Director Aequalis Consulting specialist in finance & accounting recruitment says "Managing Change and uncertainty are the biggest obstacles we will encounter over the coming months. Human beings are inherently resistant to change and this means that change management is one of the most challenging tasks a leader will face". "Tough times demand strong leadership. Ask yourself 'what does my team need from me to perform at their best?' and remember that it's the small touches that make the difference".

Great examples of business leaders who have managed teams through significant change include Richard Branson & Anita Roddick.  Richard Branson believes in keeping things simple and that people are the foundation of a corporation's success. He also believes in igniting the passion and ambition of employees while empowering their ideas to fuel success.   Anita Roddick, founder of The Body Shop, included red envelopes in employees' induction packs, in which they could put ideas, and placed whiteboards in The Body Shop bathrooms, on which they could "graffiti" their comments. Every week, her PA made notes of what had been written, giving the leadership team insight into what was going on at the company and helping to empower staff.

Recently asked "how does the man that runs 350 companies get it all done?" Richard Branson responded " You can't be a good leader unless you generally like people.  That is how you bring out the best in them".

So ask yourself the question "what makes your employees  sad, mad or glad?  Employees should be made to feel like people not a number". "Engaging employees is about them having insight into your organisation and feeling included. That way, they become an advocate of the business."

Managing your workforce through change is a true test of corporate leadership.  The following actions may assist you:

1/  Communicate, communicate, communicate - there is little use in setting a world beating strategy for you organisation if you fail to communicate it effectively at all levels.

2/   Display and encourage adaptability - upheaval in the workplace requires a new and relevant approach to engaging your workforce.

3/   Inspire ideas - lead brain storming and thought sessions to involve everyone in solutions

4/   Celebrate success - Motivational strategies extend to innovative ideas

5/   Finally have fun - remember those that play together stay together.

 While these are just a few actions ... they'll increase your odds of making your workforce and organisation more productive. They're the "must-do" actions that can foster the "can-do" reactions.

"Responsibilities of leaders are heightened during times of change ... but if successful, so are their reputations."