July FAQ – Best Practices For Managing Change
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.
My team and I are facing many changes right now. What is the best way to approach this and help them make the transition?
I love this question, and how it has been asked. It is not just about how to get change done, getting to the finish line, but how to consider the team as part of it. Change only happens because people make it happen. Change requires behavior modifications, updated routines, and buy in. That is the only way to create lasting, meaningful change. So I applaud your desire to seek help in how to approach and help your team.
Now, to the question at hand. The approach begins with taking an empathic approach. The need for change, and even the path to it, may be intuitive and straight-forward for you. But for many others, it will be a challenge to what they are comfortable with. The only way to find out is to ask. How does the idea of this change make them feel? What concerns do they have? Why does the thought of this change have an impact on them?
Listen actively and remain fully engaged. This is the time for undivided attention. You can probably handle these types of listening sessions with a couple of people at a time, but leave open the option for one on one discussions. Some people may not feel comfortable with the group setting. When change is happening, some team members will be concerned that only they feel that way. Try to create that openness and dialogue early. Everyone is in it together, and no one is alone. It is highly likely that the way one person feels is similar to someone else. Their reasons may be a little different, but many people share the same fears of pending change.
Communicate the vision and benefits of the change to everyone, frequently. Just when you think you have explained it enough, do so again. It is nearly impossible to over communicate change to the team. Reinforcing what it will mean to each person can help with their transitions. Showing them the way and expressing confidence in their abilities to succeed will also assist people feel comfortable making the switch to new processes or behaviors. Most people’s fears stem from their potential failure in the new environment or process. This can even more evident in employees that have been around longer and feel comfortable in their skills and knowledge for the job.
Share updates along the way and progress towards what the full change looks like. Be honest. It will not help to overstate the progress. Eventually, you’ll have to play catch up, and trying to lead forward to make up ground will be harder than a slow and steady approach. Modeling, coaching, discussing are three steps you can take to help bring everyone along for the journey.
Change is hard. It is usually not because the actual change itself is difficult, it is the actions, behaviors, and process changes that throw people off. Those are always challenging. Think of things like changing your eating habits or moving to a new place—those are very difficult to complete the transition. Yet, each sounds simple in concept. Having the desire, and recognizing the need, up front, that you will require a different approach to support your team through this change is both admirable and wise. Best of luck in finding your positive new outcomes.
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