FAQs from Future Leaders - October
One Friday each month I dedicate the post to looking at some questions I have heard recently from developing leaders. Sharing those questions and my thoughts for them is a way for me to spread the information to as many leaders and future leaders as possible. If you have a question about leadership, or just a situation you would like some additional insight on, please email me at Effective Retail Leader. Let’s take a look at this week’s question. We just implemented a new program in my region/company, but my team doesn’t want to change. How can I help them see the benefits?Change management is a difficult thing. Asking people to do different things, some of which may feel uncomfortable in the sense that it is new or an activity they have never done before is one of the most challenging things a leader is asked to do. It can, however, be a rewarding and satisfying experience. Ask anyone who has lead a change movement and they will almost always say that is was a highlight of their career. Even when changes do not go exactly as planned, creating new behaviors and being able to look back at the difference you made is a gratifying feeling.It is going to sound simple, but it is anything but. One of the most important aspects of successful change management is communication. That is likely what you expected to hear. It seems obvious. Yet it is where most change movements fall apart.Here are three parts of communication that can help with your change movement and ensure you are showing your team what the benefits are for them.
Communicate Clearly
Clear communication is the starting point for any change movement. Define in the simplest of terms why the change is being implemented. As part of the why, help connect people’s personal responsibilities to the new vision. Don’t spend all of your time speaking to the ‘why’ for the company, help your team see what is in it for them. Will it make their job easier? Perhaps it will open up new opportunities for advancement?In many cases in today’s retail world, a change now will save many jobs tomorrow. That can be a rather dark side to speak to. You have to be careful if that is the reasoning behind a change, as done poorly it can end up sounding like a threat. I would recommend sticking to the positive elements that can help individuals as well as the company. The critical piece is keeping the message simple and aimed at the audience you are speaking to. How you frame your message to hourly team members versus members of management can make a huge difference in how the information is received.
Communicate Progress
As the change process moves along, keep everyone informed as to how it is going. Good or bad, keep them up to date. It is an excellent way to engage the team members and solicit input. Ask how they feel it is going. Ask how it is helping them. Connect those pieces and celebrate the successes that have already occurred. Do not assume any element is too small to celebrate. Find reasons and small steps to share with everyone as progress. Sometimes big changes take time, and people will forget or assume the change has stopped. That is why it becomes essential that all of the progress be communicated. Everyone wants to know how things are going. Without an update people substitute their own perceptions, and that is what ends up spreading, not the actual results of the change.
Communicate Repeatedly
Say it often. Then say it some more. Read anything on change, and the common element will be that you cannot communicate too much. The moment you are tired of hearing yourself share the change message is when it is just beginning to connect with others. Remember in many cases as a leader you have had more time to process the change. You heard about it sooner, or you may have even been a catalyst for the bigger change movement - your team is hearing this for the first time. They will need to hear it many times, explained in different ways before it fully takes root. That is natural and to be expected. Continue to press on and share the message again and again.The last piece of advice I will share for this question is to not take anything for granted. It is too easy to believe you have crossed the finish line well before you even get close. Do not assume people feel the same way as you or are as excited as you may be for the change. Take time to speak with the team one on one to get their perspective along the way. And, do not make assumptions. What seems like a small change to you can feel like a huge change to others. I can attest to this personally. Regardless of experience, it can be easy to move ahead too fast and leave people behind wondering what is happening. Don’t be afraid to slow things down, take your time in certain phases to ensure everyone is along for the ride. Pulling all of these pieces together will allow you to make the changes necessary and help your team see the wins for themselves as they come along with you.What was your most challenging change management experience? Share your story in the comments section.Join other retail leaders in continuing their development journey with Effective Retail Leader.com. SUBSCRIBE today to receive leadership tips directly to your inbox and monthly newsletters that provide many tools to help further develop your leadership skills. JOIN NOW!No spam ever - just leadership goodness.