Tag: change

ENTREPRENEURS : How to control your reaction(s), and your response(s), in times of change

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Modification / Change creates a mixture of anticipation, anxiety, uncertainty, dread, eagerness and fear.

There is something important about these feelings. The words describe not the change itself, but how people typically feel when confronted with change. Leading change is a matter of leading people. Here are some typical emotions you may feel when chance is announced and how you can manage your responses and guide those around you.

If you want to turn out excited and charged up in the midst of a change:

  • Casually use positive words about it in informal settings, such as, “I think it is surely an attractive decent idea.” Or, “looks like it has potential. We just need to work the bugs out.”
  • Work unpaid to help with an initial task, and allow others to learn you are working on it.
  • Look delirious: Use good eye contact and body posture, and smile and look happy and focused when you are working on the new initiative.
  • Don’t allow people to interrupt you when you are working on the new initiative. Tell them you need to finish what you are doing and will call them/find them afterward.
  • Bring up in dialogue what you like about the new project and why.

To pop up to others to be interested and reasonable but also a little skeptical:

  • When transition is announced, ask clarifying questions in a neutral or positive tone, such as, “Could you explain in a little more detail…” or “I’m intrigued but I’d like to understand this one point a little better…” Mind the tone of your question and your tone of voice.
  • The day after an announcement, comment to some colleagues or a supervisor that you had thought overnight how this new project would pop out, and wondered if people leading the initiative had thought about “this” expected hurdle and “that” possible benefit, then go find out the answer. Take it further by simply stating that you are interested in seeing this initiative succeed.

If you like to do more to toe the company line, it’s probably the case that you have sat in the skeptic or naysayer camps in the past, and now you want to begin altering your image or position.

  • This time, say nothing negative. When the topic comes up, have an open, relaxed body posture and an engaged look on your face.
  • Ask your supervisor a clear question about the new goal or vision, to demonstrate honest interest.
  • Try a bit of self-deprecation with colleagues or your boss: “Hey, even I can see the reasons for this new route.” “What could I – and sorry to surprise you here – but what could I do to help?”

If you think you want to avidly critique the new vision (even fairly) with anyone who wants to talk about it, first recognize that this isn’t always a good idea. Chattering too much about a change can appear to your managers as an attempt to blow on objection, even if that’s not your intent. If you genuinely want to critique a new vision or goal as clean as possible, you could:

  • Choose whether or when to join water-cooler discussions, and when to leave. You could also choose to listen without stating your very own meaning. Or you could play a role in moderating a discussion by seeking out opinions that differ from those of the most vocal speakers: “What’s a different side here? Let’s try to listen carefully to each other.”
  • Use non-incendiary language. “Let’s keep this below 100 decibels, folks.” “Reasonable people can disagree.”

If you want to listen clearly to others’ opinions before deciding what you think:

  • First consider your sources. Do they know what they’re talking about?
  • Use impartial language to ask open-ended questions of people who are likely to have different perspectives: “What led to you think that?” “What pros and cons do you see?” “How would you react to this thought about the new goal?”
  • Ask your supervisor if a staff Q&A or brainstorming session would be possible. Explain that a public airing might turn up some negatives, but also some inherent solutions to problems, as well as some positives.
  • If no Questions & Answers is going to happen, you could ask someone privy to company information to reply personally or in writing to questions you need to have answered.

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Get Pioneers Included when Conveying Authoritative Change to Workers

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Every organization, including yours, experiences change. Even if you aren’t currently undergoing a layoff, reorganization, merger, acquisition, outsourcing or big shift in benefits, you probably will be in the near future.

When that time comes, will your senior leaders be on the front line of change? Or will they delegate communicating the change to you?

The answer to those two questions can make or break a change project. Your change efforts are more likely to be successful if leaders—from the CEO to VP’s—are actively involved.

But how can you prepare your leaders to embrace their critical role in supporting change? Try these five tips to build your change communication strategy.

1. Make sure Senior Leaders Know their Roles

Your CEO probably understands his role, but the leaders who report to him—and the VP’s on the next level—may not see themselves as key change communicators. You need to set those expectations by bringing together these senior leaders to not only provide an overview of an upcoming change, but to emphasize how important it is that they meet with employees to explain the change. Then provide a leader communication guide that further explains their role, and give them essential tools to fulfill that role, including key messages and frequently asked questions.

2. Ensure that Leaders Truly Understand the Change

Often VP’s and unit leaders know what’s changing, but don’t get the full extent of the organization-wide implications. Make sure leaders have an opportunity to learn what’s changing, where and when; this is best done through a face-to-face session with senior management.

 

3. Show Leaders how People Experience Change Communication

When key decisions have not yet been finalized and leaders don’t know what they should be communicating, they’ll often stop.

Consider organizing an interactive session for the company’s top 100 leaders to help them understand why employees need contact, even if definitive information isn’t available. Have your CEO explain the change, then break the audience out into teams and have them brainstorm questions they think employees may have. If you have enough time, you might also want to have senior leaders answer some of the key questions generated. This exercise gives participants a way to express their questions and concerns by channeling employees.

Just as important, give leaders help with questions they won’t be able to answer. In some cases, the answer is not yet known; in others, it can’t be shared. Regardless, coach leaders on sample responses to all questions, including what to say about rumors or when someone expresses anxiety.

 

4. Provide Leaders with Easy-to-use Tools

During times of change, leaders have less time than ever. So they need a toolkit that contains key messages and facts, a presentation deck and answers to FAQs. Consider creating a mobile-compatible change communication micro site for leaders.That way they can access all the tools right from their tablets or smartphones.

5. Use Clear Language when Communicating Change

Don’t use clichés or slogans—employees can spot “corporate speak.” Be open, be honest, and most importantly, be respectful. Employees will remember how change is communicated to those most impacted and will see it as a sign of how your company values all its staff.

Leading change is never easy, but by equipping leaders with the help they need, they—and the organization—will be set up for success.

 

Change Communication tips for Leaders

Don’t:

Do:

Think only about the information you need to share.

Focus on the employee perspective.

Use specific examples of what employees need to do differently to help the company succeed.

Deliver a message once, then expect everyone to “get it.”

Consistency and repetition are key. By the time you’re ready to tell employees about a change, you’ve probably been working with the issue for months. But employees are hearing it for the first time, so they need to hear the message multiple times to truly get it.

Do all the talking.

Listen. Letting people give voice to their anxieties has been proven by researchers to release tension.

Get irritated when hearing a question you’ve answered many times before.

Be patient even if you don’t feel that way. How well leaders answer questions can mean the difference between encouraging employees to speak freely and shutting people down. And remember, just because you’ve heard a question before doesn’t mean the employee asking has.

Become defensive when someone asks a tough question.

Answer difficult questions openly and honestly. If you don’t know all the details, it’s OK to say, “I don’t know,” but make sure to tell employees you’ll give them the rest of the information as soon as possible.

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