Peter Linden
)
Leaders cannot make change happen by themselves. It is to everyone’s benefit to get people involved in the process early on, and to understand how they can be supported and led through transition periods.
When change is simply dictated from the top, with no opportunities for people in the organization to have a say, or time for them to process it, it is far less likely to be successful.
"Change is a messy and complex process. From our experience, Leaders must secure and foster employee engagement and commitment to achieve sustainable success."
Reasons to engage people in the change process
There are many benefits to engaging your people in change initiatives, both in the short-term and the long-term.
By involving them in the process, they’ll be encouraged to buy in and take ownership of the change. They’ll feel like their voices are being heard and their opinions taken on board, which will lead them to feel more positively about it. In turn, this will help reduce stress and boost morale, leading to higher productivity and retention rates. It’s also possible that those who work in the areas most affected by the change will have ideas or solutions that might not otherwise be considered.
The flexibility they develop, along with the improved work relationships that result from better communication, will serve them well in navigating change in the future.
What questions should change leaders expect?
There’s always a human response to organizational change. There are many reasons for what may be perceived as resistance, and it’s important for those reasons to be heard and understood. Here are some possible questions they may have that change leaders should be prepared to answer.
"How will this affect my daily tasks and work?" – perceived resistance often stems from fear of increased workloads, disruption to routine, and uncertainty about how their jobs will look.
"Will I need new skills or training, and will I be supported in learning them?" – this can come from feeling unprepared, or lacking the resources to adapt.
"What's in it for me?" – this question may not be about personal gain, but worries about a potential loss of benefits, comfort, or status.
"Why is this happening now? Things seemed okay before." – it’s common for some to feel that change is unnecessary, poorly timed, or not addressing real problems.
"Have we tried something like this before? What makes this time different?" – past negative experiences with change initiatives that failed or caused disruption without positive outcomes can lead to cynicism.
"How will this impact our team dynamics and the way we collaborate?" – some may be concerned about losing established relationships or changes to team structure, or worry that new ways of working will decrease efficiency.
"Will this lead to job losses or restructuring that could affect me or my colleagues?" – job insecurity and the potential for negative consequences on their livelihood and the stability of their work environment may be big fear for many.
By anticipating these questions, change leaders can proactively address them with clear, empathetic, and informative answers, fostering greater understanding and buy-in.
How to support engagement
It’s the change leader’s job to ensure that the human impact of change is taken into account. There are some important actions that they can take to support your people.
Communicate transparently and encourage feedback: employ two-way communication through channels such as town halls and focus groups to clearly explain the ‘why’ behind the change. Actively listening to people’s concerns and input demonstrates that their perspectives are valued and considered.
Involve people in shaping the change: encourage the formation of committees and working groups to participate in the design and implementation of the change. This fosters ownership and ensures the change considers practical, on-the-ground realities.
Clearly articulate the benefits and minimize disruption: help people discover the opportunities of the change, and how it can lead to a better situation for people and the organization. Proactively work to minimize disruption to daily tasks where possible to make the transition period less overwhelming.
Provide resources and time for adaptation: ensure people have the required training, tools, and ongoing support to navigate the change effectively. Acknowledge that processing change takes time, and provide opportunities for them to adjust at a reasonable pace.
Recognize contributions and celebrate milestones: acknowledge and celebrate their efforts and successes throughout the change process. This reinforces positive engagement and builds momentum, demonstrating that their participation is valued.
Investing in developing change leadership capabilities within your team is paramount to successfully implementing these methods during change. Equipping leaders with the skills and resources to effectively communicate, support, and engage their teams directly amplifies the impact of your change initiatives and fosters a more positive and collaborative transition at all levels.
By cultivating strong change leadership throughout your organization, you're not just navigating the current transition, but building a resilient and adaptable workforce ready for future challenges and opportunities.
)
Peter Linden
Global Learning Solutions Director at Hult Ashridge Executive Education
As Global Learning Solutions Director at Hult Ashridge, Peter brings over 18 years of Learning & Development experience supporting organizations achieve business priorities through an effective learning strategy and measuring its impact.
He is passionate about building an inclusive learning culture that enables people to develop the skills & capabilities at the right time to reach their full potential.
)
