Dealing with change in the workplace PowerPoint in Canada

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first and foremost employees want to understand how the change will impact them they need to understand the rationale for the change so that you can get them aligned to the change employees actually want to believe the promise of leadership as Amy pointed out that the leaders of the organization will do the right things in the best interests of the employees employees want to be asked for their input and more than just asked they want to be listened to and heard and they'll be looking to their leader for support obviously leaders need to be there to enable and support their teams and their individuals through the whole change process so as we put this into the context of the employee engagement model model that Amy shared with you three critical areas alignment involvement and satisfaction let's start with alignment what are the things that you can do day in day out to drive alignment during the change process the first thing is communicate and we heard that just a minute ago communicate constantly in fact employees need and want to be informed they want transparency they want communication frequently they want you to eliminate silos and they would like rumors to be squashed simple enough establish expectations what do you expect from employees as it relates to managing through the change process be clear on what you're looking for number three answer the what and the why employees need to know what is changing and as Amy said a few minutes ago what is not and they want to understand the why all the way through Drive alignment by asking for support and doing it sincerely let employees know that you need help from them and ask those employees to give you that assistance and last it's just the simple issue of being visible it's important for all leaders as soon as change initiatives are announced you need to be seen you need to be visible daily if possible you've got to let people approach you with questions concerns confusion whatever you need to be seen so that you can be helpful now moving on to involvement how do you keep people involved during the change process well encourage feedback and participation if you're going to encourage feedback and participation you have to have some courage because some of the things you hear you may not really want to but it's critically important that you do and it May ultimately change how you go about your change initiative and how successful It ultimately is certainly you should be asking for input on the how how many times does it happen when a change especially directed from the top starts to Ripple down through the organization and the people who are impacted say no one asked me how it could be done and so what do you do you just end up expanding that group of resistors that's currently sitting at 30% and starting to balloon them up to maybe 50% because you committed the cardinal sin you didn't involve them or ask how and don't just ask for opinions but actually listen it's important to take action on feedback received and also to explain why certain feedback may not have been actioned employees want to know that their opinions are being heard As Leaders you have to enable and Empower people where possible enable your employees to get involved and most and most importantly be very clear on the autonomy you're giving them to act in a change in in a change process sometimes the rules change have you been clear which rules changed have you been clear what people's scope change has been have you been clear what responsibilities and authorities may have changed don't assume it be clear about it and the third element of the model is satisfaction how can you enhance satisfaction well the first thing to do is be prepared for resistance as the model showed us earlier 30% of people inside your organization will likely be resistors so you need to proactively prepare for the concerns that they may have and realize that your 50% of fence sitters are people who can be influenced if you don't get to them if you don't understand their needs concerns and you don't influence them to become positive about the change don't worry your resistors will take care of their attitudes going forward adapt to employee needs it happens quite often that you start a change initiative but then you need to get input from the employees when you get it you have to be prepared to accommodate the individual responses to the change help them work through their concerns and engage employees to support others in the process as well when you think about the idea of removing barriers but any change initiative let's face it it's not going to go smoothly barriers will come up as the change is implemented leaders have to help remove barriers for employees employees are not authorized enough or empowered enough to do it on their own during the earlier discussion um there's a comment from um one of our guests over here who said that one of the things they did well inside their organization was that the leaders were also Role Models that's important leaders have to show support for the change and not as someone else mentioned not just lip service they have to be sincerely behind it and really get rid of any risks of an Us Versus Them internal mentality and the last piece is staying accessible change just by its nature creates volatility being accessible to employees so that you can provide just in time support when they need it how they need it is critically important to the success of the change initiative