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Leading Through Change in the Workplace: Key Strategies ...
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Create dialogue and check for understanding Every time managers communicate, there’s an opportunity to find out if their employees get what they’re saying. The job isn’t done when the message is sent. It’s important for managers to make sure the message is really heard and understood. Building opportunities for questions and dialogue into a leader’s communication helps measure in real-time how well employees receive their messages and whether more communication is needed. Some key questions for leaders to ask include: “What challenges and opportunities do you see with what I’ve just explained?” “What are your key takeaways from the information I just shared?” “What other questions or concerns do you have about this direction?” One important way for managers or people leaders to know if they’ve been understood is to open themselves up for “Ask Me Anything” sessions, during which employees are encouraged to ask frank questions about anything that’s going on with the business or other key topics on their minds. Sometimes these sessions can feel intimidating for leaders, but we’ve found them to be a great way for leaders to share their authentic selves and build trust with their teams. We often help leaders prepare for these sessions by putting together a frequently asked questions document and suggested responses so leaders have a better sense of what may be on employees’ minds. 5. Create regular opportunities for personal connections With teams spread out across regions and countries, and so many people working remotely or on a hybrid home/office schedule, managers find it even harder to build critical connections and moments of dialogue. This is one of the biggest pain points we hear from our clients in their work to build better communication skills in management. To help address this, set time aside to connect personally with employees – ideally with a brief meeting once or twice a month, whenever possible. “Communications should help move the audience to action.” Examples of Effective Leadership During Change Helping organizations move more effectively through change can be exciting because you can see how the right approach made all the difference in building a stronger and more effective culture. Here are two change management examples from organizations who handled change management effectively: Example 1: Transitioning Employees to a New Standalone Company A new CEO was coming into a company that had just been spun off from its founding company. The CEO wanted to build a strong voice and culture from day one, and wanted a new communications infrastructure to help support the new company. The leader understood that he needed new communication channels to engage leaders during a time of transition, so he worked to revamp the company intranet so it could be the primary source of information for all news, including the primary source for all the new health plan and benefits details. Further, the leader understood that more intense listening to the new team needed to be a top priority. Employees were brought in for input and help in co-creating the new organization’s strategy, which gave them a tremendous sense of buy-in and empowerment. After a robust dialogue over several months, the employees felt energized and respected, knowing that their input influenced the final strategy and tactics for the new organization. Example 2: Aligning Top Leadership to Promote Change A new leader inside a major consumer goods manufacturer was feeling time pressure to produce tangible results toward the company’s new strategic goals, yet wanted to ensure that the top leaders inside his function felt part of the change process from the start. Just weeks into his leadership, the new leader decided to bring together more than 150 leaders over the course of online and in-person strategy sessions.
There’s a reason the phrase “change fatigue” has become so common among employees and leaders today. The complexities of the business environment mean change is one thing most employees can expect, whether they like it or not. Changes in strategy, restructuring, layoffs, the prevalence of mergers and acquisitions, people, and workplace culture issues – the list goes on and on. Naturally, all that change can feel overwhelming for employees and their supervisors. Our recent research conducted in partnership with The Harris Poll underscores this, as many employees and managers we surveyed identified constant change as a primary contributor to mounting burnout levels. Yet the pace of change doesn’t have to feel so overwhelming. Working with leaders on the frontlines of change for decades, we’ve learned some of the most important pitfalls to avoid and the keys to success. We’ll share many of those insights here, helping leaders and communicators across industries understand how best to lead through change with positive and proven approaches. What Exactly Does it Mean to Lead Through Change? Leading through change is the ability to apply proven leadership practices to help employees view change as a necessary and essential part of business in today’s complex business environment. A key to success is a leadership style that meets people where they are, gives employees opportunities for input and engagement in the process, and promotes a change journey that feels achievable and rewarding. Why Is Leading through Change So Important? If you spend time with managers these days, you’ll notice one theme quite quickly: they’re overwhelmed. Our recent comprehensive research with The Harris Poll identified widespread burnout and ambivalence inside organizations today. Constant change makes the challenge even more acute. Some of the top findings from our research include: 76% of employees and 63% of managers report feeling burned out or ambivalent in their current position. “Constant change is the top-reported indicator of burnout, along with unnecessary work and shifts in focus, respectively.” Thriving managers in our study strongly agreed with the following: My manager does a good job translating business strategy into the work I do – 65% Communication from senior leadership is clear and authentic – 63% My manager is clearly invested in my success – 62% Senior leadership provides clear direction – 62% Senior leadership is approachable/accessible – 60% Senior leadership empowers employees – 60% Mounting Research Supports Leading Through Change as a Key Priority In addition to our recent polls, many researchers have been sounding the alarm about the need to strengthen leadership skills in managing change. Experts are finding that managers are unprepared to effectively communicate complex and sensitive topics, including marketplace context, business performance, culture gaps, and the reasons behind certain new programs. Here are just a few examples from recent studies: 1. Better trained and skilled managers have been shown to make a major impact. In Gallup’s State of the Global Workplace 2023 Report, Gallup CEO Jon Clifton noted that building the capabilities of managers is one of the key ways to build better workplaces. “The real fix is this simple: better leaders in the workplace. Managers need to be better listeners, coaches, and collaborators. Great managers help colleagues learn and grow, recognize their colleagues for doing great work, and make them feel truly cared about. In environments like this, workers thrive.” 2. A growing number of managers report needing more support to do their jobs better, and communication-related skills are often considered a top need. In a 2022 Harvard Business Review article entitled “Managers Can’t Do It All,” Diane Gherson, the recently retired chief human resources officer for IBM, and Lynda Gratton, a London Business School professor, reported that most managers are struggling to keep up.
“A key to success is a leadership style that meets people where they are, gives employees opportunities for input and engagement in the process, and promotes a change journey that feels achievable and rewarding.” Constant change is the top-reported indicator of burnout, along with unnecessary work and shifts in focus, respectively. The cost of this is decreased engagement and high employee turnover rates. Managers and leaders have a big impact on employees’ ability to thrive. A manager “invested in their success” is the top driver for thriving employees. The research found that in order to thrive, employees need to feel that their manager is effectively guiding them through change and other workplace challenges. The list of what thriving employees appreciate most is a checklist for managers to make change feel less overwhelming. Thriving employees strongly agreed with the following: My manager is clearly invested in my success – 61% My manager is empathetic – 57% Senior leadership respects the boundaries of work/life – 56% Senior leadership provides clear direction – 54% Senior leadership is approachable and accessible – 53% Communication from leadership is clear and authentic – 53% The research shows that employees and managers know what they need to thrive even in the midst of a lot of change, and it’s all about personal investment from leaders, empathy, and authentic communication. There’s also a clear signal that managers want their senior leaders to translate better how they fit in and help them feel part of something bigger. Given that we’re living in a “permacrisis” in business and the world, managers face increasing demands for productivity and results, often with fewer resources and smaller teams, and they need more support. That point is abundantly clear when you consider what thriving managers say they need from senior leaders.
There’s a reason the phrase “change fatigue” has become so common among employees and leaders today. The complexities of the business environment mean change is one thing most employees can expect, whether they like it or not. Changes in strategy, restructuring, layoffs, the prevalence of mergers and acquisitions, people, and workplace culture issues – the list goes on and on. Naturally, all that change can feel overwhelming for employees and their supervisors. Our recent research conducted in partnership with The Harris Poll underscores this, as many employees and managers we surveyed identified constant change as a primary contributor to mounting burnout levels. Yet the pace of change doesn’t have to feel so overwhelming. Working with leaders on the frontlines of change for decades, we’ve learned some of the most important pitfalls to avoid and the keys to success. We’ll share many of those insights here, helping leaders and communicators across industries understand how best to lead through change with positive and proven approaches. What Exactly Does it Mean to Lead Through Change? Leading through change is the ability to apply proven leadership practices to help employees view change as a necessary and essential part of business in today’s complex business environment. A key to success is a leadership style that meets people where they are, gives employees opportunities for input and engagement in the process, and promotes a change journey that feels achievable and rewarding. Why Is Leading through Change So Important? If you spend time with managers these days, you’ll notice one theme quite quickly: they’re overwhelmed. Our recent comprehensive research with The Harris Poll identified widespread burnout and ambivalence inside organizations today. Constant change makes the challenge even more acute. Some of the top findings from our research include: 76% of employees and 63% of managers report feeling burned out or ambivalent in their current position. “The cost of this is decreased engagement and high employee turnover rates.” Thriving managers in our study strongly agreed with the following: My manager does a good job translating business strategy into the work I do – 65% Communication from senior leadership is clear and authentic – 63% My manager is clearly invested in my success – 62% Senior leadership provides clear direction – 62% Senior leadership is approachable/accessible – 60% Senior leadership empowers employees – 60% Mounting Research Supports Leading Through Change as a Key Priority In addition to our recent polls, many researchers have been sounding the alarm about the need to strengthen leadership skills in managing change. Experts are finding that managers are unprepared to effectively communicate complex and sensitive topics, including marketplace context, business performance, culture gaps, and the reasons behind certain new programs. Here are just a few examples from recent studies: 1. Better trained and skilled managers have been shown to make a major impact. In Gallup’s State of the Global Workplace 2023 Report, Gallup CEO Jon Clifton noted that building the capabilities of managers is one of the key ways to build better workplaces. “The real fix is this simple: better leaders in the workplace. Managers need to be better listeners, coaches, and collaborators. Great managers help colleagues learn and grow, recognize their colleagues for doing great work, and make them feel truly cared about. In environments like this, workers thrive.” 2. A growing number of managers report needing more support to do their jobs better, and communication-related skills are often considered a top need. In a 2022 Harvard Business Review article entitled “Managers Can’t Do It All,” Diane Gherson, the recently retired chief human resources officer for IBM, and Lynda Gratton, a London Business School professor, reported that most managers are struggling to keep up.
There’s a reason the phrase “change fatigue” has become so common among employees and leaders today. The complexities of the business environment mean change is one thing most employees can expect, whether they like it or not. Changes in strategy, restructuring, layoffs, the prevalence of mergers and acquisitions, people, and workplace culture issues – the list goes on and on. Naturally, all that change can feel overwhelming for employees and their supervisors. Our recent research conducted in partnership with The Harris Poll underscores this, as many employees and managers we surveyed identified constant change as a primary contributor to mounting burnout levels. Yet the pace of change doesn’t have to feel so overwhelming. Working with leaders on the frontlines of change for decades, we’ve learned some of the most important pitfalls to avoid and the keys to success. We’ll share many of those insights here, helping leaders and communicators across industries understand how best to lead through change with positive and proven approaches. What Exactly Does it Mean to Lead Through Change? Leading through change is the ability to apply proven leadership practices to help employees view change as a necessary and essential part of business in today’s complex business environment. A key to success is a leadership style that meets people where they are, gives employees opportunities for input and engagement in the process, and promotes a change journey that feels achievable and rewarding. Why Is Leading through Change So Important? If you spend time with managers these days, you’ll notice one theme quite quickly: they’re overwhelmed. Our recent comprehensive research with The Harris Poll identified widespread burnout and ambivalence inside organizations today. Constant change makes the challenge even more acute. Some of the top findings from our research include: 76% of employees and 63% of managers report feeling burned out or ambivalent in their current position. “A manager “invested in their success” is the top driver for thriving employees.” Thriving managers in our study strongly agreed with the following: My manager does a good job translating business strategy into the work I do – 65% Communication from senior leadership is clear and authentic – 63% My manager is clearly invested in my success – 62% Senior leadership provides clear direction – 62% Senior leadership is approachable/accessible – 60% Senior leadership empowers employees – 60% Mounting Research Supports Leading Through Change as a Key Priority In addition to our recent polls, many researchers have been sounding the alarm about the need to strengthen leadership skills in managing change. Experts are finding that managers are unprepared to effectively communicate complex and sensitive topics, including marketplace context, business performance, culture gaps, and the reasons behind certain new programs. Here are just a few examples from recent studies: 1. Better trained and skilled managers have been shown to make a major impact. In Gallup’s State of the Global Workplace 2023 Report, Gallup CEO Jon Clifton noted that building the capabilities of managers is one of the key ways to build better workplaces. “The real fix is this simple: better leaders in the workplace. Managers need to be better listeners, coaches, and collaborators. Great managers help colleagues learn and grow, recognize their colleagues for doing great work, and make them feel truly cared about. In environments like this, workers thrive.” 2. A growing number of managers report needing more support to do their jobs better, and communication-related skills are often considered a top need. In a 2022 Harvard Business Review article entitled “Managers Can’t Do It All,” Diane Gherson, the recently retired chief human resources officer for IBM, and Lynda Gratton, a London Business School professor, reported that most managers are struggling to keep up.
Create dialogue and check for understanding Every time managers communicate, there’s an opportunity to find out if their employees get what they’re saying. The job isn’t done when the message is sent. It’s important for managers to make sure the message is really heard and understood. Building opportunities for questions and dialogue into a leader’s communication helps measure in real-time how well employees receive their messages and whether more communication is needed. Some key questions for leaders to ask include: “What challenges and opportunities do you see with what I’ve just explained?” “What are your key takeaways from the information I just shared?” “What other questions or concerns do you have about this direction?” One important way for managers or people leaders to know if they’ve been understood is to open themselves up for “Ask Me Anything” sessions, during which employees are encouraged to ask frank questions about anything that’s going on with the business or other key topics on their minds. Sometimes these sessions can feel intimidating for leaders, but we’ve found them to be a great way for leaders to share their authentic selves and build trust with their teams. We often help leaders prepare for these sessions by putting together a frequently asked questions document and suggested responses so leaders have a better sense of what may be on employees’ minds. 5. Create regular opportunities for personal connections With teams spread out across regions and countries, and so many people working remotely or on a hybrid home/office schedule, managers find it even harder to build critical connections and moments of dialogue. This is one of the biggest pain points we hear from our clients in their work to build better communication skills in management. To help address this, set time aside to connect personally with employees – ideally with a brief meeting once or twice a month, whenever possible. “Always meet or exceed customer or colleague deadlines (or let them know early when you’re facing a roadblock)” Examples of Effective Leadership During Change Helping organizations move more effectively through change can be exciting because you can see how the right approach made all the difference in building a stronger and more effective culture. Here are two change management examples from organizations who handled change management effectively: Example 1: Transitioning Employees to a New Standalone Company A new CEO was coming into a company that had just been spun off from its founding company. The CEO wanted to build a strong voice and culture from day one, and wanted a new communications infrastructure to help support the new company. The leader understood that he needed new communication channels to engage leaders during a time of transition, so he worked to revamp the company intranet so it could be the primary source of information for all news, including the primary source for all the new health plan and benefits details. Further, the leader understood that more intense listening to the new team needed to be a top priority. Employees were brought in for input and help in co-creating the new organization’s strategy, which gave them a tremendous sense of buy-in and empowerment. After a robust dialogue over several months, the employees felt energized and respected, knowing that their input influenced the final strategy and tactics for the new organization. Example 2: Aligning Top Leadership to Promote Change A new leader inside a major consumer goods manufacturer was feeling time pressure to produce tangible results toward the company’s new strategic goals, yet wanted to ensure that the top leaders inside his function felt part of the change process from the start. Just weeks into his leadership, the new leader decided to bring together more than 150 leaders over the course of online and in-person strategy sessions.
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