Handling change effectively can be really satisfying. We are generally not the instigators of change, almost always the recipients of some change or other and are sometimes required to implement it. This makes it important – but it isn’t always managed as if it’s important. It needs the human touch.
If we reflect on some of those times when we have been recipients, we may well be able to come up with examples of how the change was managed well. We can almost certainly come up with examples of occasions when it was not dealt with as well as it could have been.
Because of the emotions that experiencing change can generate, it is an area of management where the manager can have a particularly positive or negative impact. And whilst the manager may also be affected by the change process, he or she will do well to invest some time into managing it well – if they want as motivated and effective staff as possible post-change. It is a short-term investment of time that reaps long-term gains.
In my previous blog post, I described four 4 types of people we encounter during change – The Entrenched, The Overwhelmed, The Whirling Dervish and The Learner. And where they sit depends largely on their ability and willingness to deal with change.
Having previously described their probably reactions, I said that in this post I would give you some hints on how to manage the different individuals. This will help you to assist them as effectively as possible – or understand how you need to be managed in order to deal with the change as well as possible.
The Entrenched – You need to attend to The Entrenched person’s emotions or stress. A phased introduction of the changes will help them, as will clearly linking them to their past successes. Don’t expect too much too soon from them, or you may have another Overwhelmed person. Find safe places and situations for them to test their learning, and use Learners as role models.
The Overwhelmed – The Overwhelmed person needs to be shown understanding in dealing with their stress and fear. They need lots of support and encouragement for the future, and they require protecting from rapid empowerment or responsibility. Ensure that they can achieve some quick or easy wins. Finally, use effective colleagues to promote their confidence – you cannot do it all yourself!
The Whirling Dervish – Whatever you do, don’t empower The Whirling Dervish or let them loose with a wide remit! You need to limit their influence over others, hold them accountable for anything you ask them to implement and give them plenty of feedback. Ask them to address core issues and solutions, not symptoms and quick fixes. Help them recognise and address the true extent of their abilities.
The Learner – You need to help fill any gaps in The Learner’s personal knowledge. Focus them on processes rather than the task. Give them the freedom to model learning for others, and consider offering them new and demanding roles with high impact opportunities. Learners can sometimes take on too much and become all things to all people – support them and ensure that this doesn’t happen as you don’t want to lose your Learners.
If you have been able to identify your own ‘preferred’ position, do some of these tips on how you should be managed make sense? Or as a manager, can you see how they would work with your staff?
Remember, attitudes are caught, not taught. If you as a leader or manager are negative about change, your staff are likely to follow the example you set. And effectively managing the human dimensions of change can have a really significant impact on the performance of a team or business.
Paul