by HPA Senior Consultant Charlie Dawson
Even under the most ideal circumstances, organizational transformation can be a rollercoaster. While it’s easy for businesses to focus solely on the mechanics of change – systems, processes, and team structures – the real challenge lies in managing the human side of change. People are at the core of any transformation effort and their emotions, beliefs, and behaviors significantly impact outcomes.
In our many years of overseeing change efforts, too often organizations have tunnel vision: They overlook the fundamentals of human nature and the ripple effect that change can have as it spreads from individuals to teams to the full enterprise. This oversight siphons away the positive energy and motivation required for change. It can lead to roadblocks, breakdowns, loss of morale, and, ultimately, a failed transformation.
To realize the full potential of transformation, we must uncover what matters to people and what drives constructive behavior in the organization. Relentlessly accounting for these two areas can create much needed stability during a period of uncertainty.
By implementing the following core principles, organizations can more effectively navigate change and emerge stronger:
Take a human-centered approach.
Employees are the lifeblood of any organization, and their ongoing engagement is critical. Ensuring feedback through surveys (anonymous or not), internal focus groups, or one-on-one discussions will give employees an opportunity to voice concerns and offer up ideas, with the potential to refine or tweak change initiatives. Keep your ears peeled and your mind open.
Keep in mind:
- People move through similar stages during change. For example, the Kübler-Ross Change Curve lays out 5 emotions commonly experienced when processing change: Denial, Anger, Bargaining, Depression, and Acceptance. Some people move through these stages faster than others and may even go backwards and forwards on the curve before reaching full acceptance.
- Equip leaders with the necessary training and support so they can more effectively guide their teams through the change process. By prioritizing the employee experience, organizations can build trust, foster loyalty, and enhance overall performance.
Activate leaders as change multipliers.
Effective leadership is paramount in driving successful change. This means being active champions of change from the start, not just passive sponsors. Leaders must visibly demonstrate an unwavering commitment.
Keep in mind:
- Building ownership at all levels is crucial. Nobody wants to feel like change is happening to them. That’s why involving champions at multiple layers early in the process, from department heads to frontline managers, is important to foster a sense of shared responsibility and accountability. This will help anchor momentum and morale.
- Addressing resistance proactively is essential and often involves tough, open conversations. Leaders should remember to: 1) Create safe spaces for open dialogue (in person when possible) to address elephants in the room; 2) Use active listening so everyone feels like they have a voice; and 3) Stay open to differing opinions as oftentimes people will mollify resistance once they are heard. By empowering champions to become change agents, organizations can broaden pro-transformation support throughout the organization.
Communicate, communicate, communicate.
In the absence of information, people will create their own change stories and hypotheses. That’s why early and transparent communication is central to change management. Provide employees with timely, accurate, and consistent information, even when things are uncertain. It will go a long way to reduce change-related anxiety. Truthful communication can be a balancing act because some of the transformation may be confidential.
- Develop a clear and compelling change message and share timely information (“we’re realizing X and doing Y on this date”). Repeating the same messages over time will help ensure key points stick and avoid confusion. By prioritizing open communication, organizations can mitigate rumors, build trust, and foster employee engagement.
- Use a variety of one-way and two-way communication channels (e.g., town halls, emails, digital platforms, suggestion boxes) to provide employees flexibility in how and when they consume content and engage in the conversation.
Manage change centrally to lay a foundation for success.
A well-structured, comprehensive change management approach is essential for maximizing outcomes. This means coordinating change efforts under a dedicated team (whether internal and/or externally supported). Strategic planning and proactive change management, including impact assessments and change readiness evaluations, help identify potential obstacles and inform plans to help sidestep them, accelerating the change process.
- Be ahead of the change. This involves making sure you have enough time and resources to map out the timeline and appropriate stakeholders. This is where going slow to go fast really pays off. With thorough upfront planning, you’re more likely to have the rest of the change process run smoothly.
- Connect the dots for people. Change often has unanticipated ripple effects, so it’s important to proactively identify cross-functional interdependencies and keep stakeholders informed and involved throughout the change.
Sound strategies and plans aren’t solely enough for a successful transformation effort. You need a human-centered approach, strong leadership, and proactive and transparent communication. When people feel valued and heard, they’re more likely to rally behind the change, help smooth out any bumps along the way, and become champions for the company’s vision for the future.
For more insights, read “Change that Sticks” by HPA Senior Advisor Alex Nesbitt. It’s a powerful piece on how centering people can help make your changes last.
CHARLIE DAWSON is an HPA Change Management Leader with 25+ years of consulting and operations experience, and deep expertise in life sciences and consumer goods. He has a track record of helping companies achieve breakthrough growth by leading projects related to organizational transformation, M&A, market expansion, and operational performance. Charlie is a former senior strategy executive at Novartis and GlaxoSmithKline, and began his career as a consultant at PwC.
