Change is inevitable. It is part of the on-going dynamic of life and work that makes both enjoyable and interesting. But it can also be a challenge, especially for managers and supervisors. There are many good systems out there that can help you successfully manage the process of change within your company or organization. But there are also some very large potholes waiting to swallow you up on the road to change. Here are some of the keys that can help managers and organizations make their change management a successful one.

Building trust in the process

The role of leadership is to build trust in the future, and to give confidence to the troops that the generals actually know where they’re going. That’s because organizations don’t really change, people do. If employees don’t trust leadership or don’t share the organization’s vision or don’t buy into the reasons, there will be no change.

In any organization where there is an undisputed amount of faith in the leadership in place, employees will look towards them for a number of things. During drastic times of upheaval, employees will expect hands-on, sensible and effective measures that are timely. Also during these crucial times of change, employees will want a leadership that is seen as supportive, committed and concerned about their individual and collective well-being, even as they know that tough decisions will have to be made.

The best way to achieve this is to realize that all situations start from a place of trust. A climate of trust is crucial to creating and maintaining a successful relationship between the leadership and the staff group. After all, what’s the point of having the best possible strategic plan if there is no trust built up towards leadership in the first place? It would be an exercise in futility.

Developing and communicating the vision

Successful change starts, and some say ends, with a vision of where the organization is heading, after the change has been completed. That means the leadership team needs to create a plan, a vision to effect that change. They also need to be able to communicate that vision to their employees in order to develop a sense of common interest and ownership. Creating ownership for that change is not only necessary, it is to be expected. Change and organizational growth is all about discovering the inevitability for change.

The vision is important because that is what will keep the organization or company anchored during a period of change. This will allow everyone to stay focused on the end goal and maintain their values when the waters get rough during a change process. If employees know where they are going, they will support the efforts to get there. Communicating the vision doesn’t end with giving all of the employees a roadmap. It ensures that they have continuous directions and information all the way through the change process.

Being fully open and candid

Under the rationale of “protecting” people, change is sometimes presented with a sugar-coated version created to put staff at ease instead of communicating honestly and openly. That is one of the biggest mistakes that some organizations make in the change management process. You should have open and clear and candid communications with employees and that should start and end with always telling them the truth.

People are likely to be anxious about the proposed change and may be worried about their own jobs. If there are going to be cutbacks or layoffs or people moved out, then tell them exactly what you know. Managers should tell people the truth because it will come out anyway. And if you don't tell them they will just make it up and then blame you for not telling them. Sometimes problems will arise during the change process but when that happens it is no time to cocoon in the executive suite. Instead, it’s much better to get out among the people as quickly as possible.

Managers, especially senior managers, need to be simultaneously fixing the problems and communicating with the employees about how bad the problems are, and when they will be fixed. The worst thing you can do is to pretend they aren’t happening. Employees already know that something is up, and will only be more anxious until they know the extent of the problem and your proposed solutions.

Setting up for success

In order to have success in any endeavour, we have to imagine and plan for that eventuality. When it comes to change management, we have to set up and prepare for that success. A key part of that will be ensuring that employees have all of the
pertinent information about where you are now and where you are going next as an organization. As much as possible this information should be conveyed in a positive and upbeat manner. That attitude will get picked up and passed around by your employees, even during a period of organizational change and chaos.

Employees are looking to their management team to see if things are really okay or if they should be worried. How you carry yourself, what you say, and how you say it, will be monitored for signs of panic. Smile, stay calm, and assure everyone that it’s fine to carry on as normal. They also need to, and have a right to, an on-going explanation why this change is necessary and why it is being made. And when the going gets tough, which it will, try and focus on the upside. The good news is that there's always an upside.

Managing the people side of the change management process

There is an old Chinese proverb that goes: “If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people.” The most important job for managers in the change management process is to engage, motivate, mentor and grow your people. That is especially true about your key players. You must nurture and coddle and motive your top performers to be on top of their game all the way through the change process. They are the main engines that will carry the load, and you have to make sure that they have enough energy and lubrication to run smoothly all the way to the end.

Like other aspects of modern work, the change management process requires us to trust and believe in the intelligence, capability and creativity of our people. This is not about trying to sell your employees on the change process, although it is important that they buy in, but rather it’s about bringing them into the process right from the beginning, and continuing that throughout. It may mean trying to reassure them at times, and gently or otherwise prod them at others. But it also means truly involving them and giving them the opportunity to learn, participate and grow through the process of change. Then sit back and watch them blossom and grow.