Most people are creatures of habit. We like our routines and we are generally resistant to change. We tend to follow similar rituals on a daily, weekly and monthly basis and feel satisfied staying within our comfort zone.
In a professional sense, we also like predictability in our work lives. We have particular ways of doing things and find ways to refine processes to suit our way of working.
So how do we initiate change at an organisational level when we see the need for it? The first question we need to answer is “Why?”
Change for “change’s sake” is not a good starting point.
Any change needs a catalyst and at an organisational level we need to be very clear on what the catalyst is and therefore our purpose for changing.
Change must be accompanied with clear communication that impactfully shares the purpose with staff. If the meaning, purpose and associated effects for each staff member can’t be clearly shared, the success of any change is in jeopardy.
This is where our communications plan needs to be carefully thought through. Every staff member will be asking the “WIIFM” (What’s In It For Me?) question, so leaders need to be clear on the impact of change on all staff members.
It has been said that for any change to be effective within an organisation, staff need to hear about the change, the purpose behind the change, and what it means for them as individuals, at least 7 times.
Not only that, but communications through different forms is also essential. A mix of digital communications, large scale “town hall” type get togethers, individual 1-on-1 face to face conversations and small group workshops all play a critical part in ensuring change can be successfully adopted.
Staff need to be very clear on the role they can play in helping effect positive change and what this change represents for them at an individual level. Identify your “early adopters” at all levels in the organisation, individual staff members that will be seen by the broader staff as trustworthy and “allies”.
Carefully brief these people early and thoroughly on the change, the purpose, what it means for all staff and the outcomes you are hoping to achieve.
Understanding the purpose or “Why” gives staff the opportunity to actively participate in achieving the stated goals. Communication in change management needs to be a directed dialogue: conversations on how best to affect the change can benefit from the input of staff who have specific or organisational knowledge.
There are so many similarities between business and team sport, in fact, business is a team sport. For those that follow team sport, the clichés of “role clarity” and “playing your role” come up all the time from both players and coaches.
Just like the coach of a sporting team, business leaders initiating change need to offer role clarity for all. Performance, after all, is a mix of ability, motivation and role clarity.
People don’t come to work to be average.
We know our people have the motivation and ability, so leadership must be responsible for providing role clarity during organisational change to achieve the best performance and outcomes.
I am now just over two months into my new role as Chief Executive Officer of Hillam Architects and we have identified that we are in a period of change, as is society and our industry. If anything, change is accelerating! We believe we are putting ourselves in the best position we can to manage positive change for our business.
