In the workplace, the frequently seen reaction to change among staff is worry and anxiety. In all probability their first thought will be about redundancies and how their job will be affected.
This is a natural reaction to transformation beyond someone’s control. People fear change they have not chosen. Organisations also have to take some of the blame for this.
Leaders often wait too long to act when a crisis is looming and when they finally do, it is already upon the company. In that scenario, short-termism is deployed - which only gives a temporary fix and doesn’t solve the problem in the long-term.
All of this is exhausting for employees. Therefore, maybe it’s time for a rethink.
When is change good?
When people decide to make transformations in their personal life, they are generally upbeat and positive about the change. That’s because they have made the decision and feel they are transforming for the better.
It only takes a quick search to find the array of self-help books out there to see people are choosing to make changes personally all the time.
Good leadership is about helping their team feel as positive about transformation in their work as they do about it in their personal life.
Transformation is inevitable
For better or worse, many businesses are constantly having to change and evolve. Whether it is adapting to globalisation, advanced technology, or a worldwide pandemic, it is inevitable.
The Covid-19 crisis has changed how many of us work. It is an extreme example of this, but it has proven that people are adaptable in even the toughest times - perhaps even more so.
What good leaders do is create a culture and an environment where this organisational transformation is energising, rather than exhausting.
Jim Hemerling outlined in his fantastic TedTalk - ‘5 ways to lead in an era of constant change’ - how they can achieve this. And it’s by putting people first.
Hemerling’s ‘5 ways’
- Inspire through purpose - Motivate employees by making transformation connect with them. They need to understand the change and why it’s happening.
- Go all in - Don’t just use transformation as a guise for redundancies. This may need to happen, but as well as cutting costs, think of initiatives and actions that fundamentally change the company. Then combine this with investment in leadership and talent.
- Enable people with the capabilities to succeed - This should be true both during the transformation and beyond. Invest in the tools and skill development your team needs to achieve this. Investing in your people will help them to feel energised by their new role.
- Instil a culture of continuous learning - Avoid internal competition. Shift to a mixed mindset where you listen and learn from others and bring out the best in each other.
- Inclusive leadership - Leaders need a vision, with a clear roadmap and to hold people accountable for results. Engage the staff and create an environment of open debate. Ask others for their input and make a safe space for them to do it. And always make sure to give credit where it's due.
Is your organisation prepared for inevitable transformation? Does it put people first? If not, then maybe the above will provide some tips on how to change that - before it's too late.
By Tom Seymour, an online content writer for alterniq inspired growth.
