Change Management Best Practices
"The only constant in life is change." We accept this is true, but it doesn't necessarily make change any easier to accept.
There is a lot of change right now. Large tech companies - like Amazon, Meta, Twitter, and Stripe - are significantly reducing their workforce. Promotions and bonuses are declining due to conservative financial shifts. Interest rates have risen.
There is a permeating air of tension and uncertainty across many companies as folks blink into the distance, trying to see what the future holds.
The Impact of Change on Business and People
Employees' morale is directly affected by constant change in the workplace. A report by Gartner indicated that 73% of change-affected employees report experiencing moderate to high-stress levels, and those suffering from change-related stress perform 5% worse than the average employee.
People struggle to be productive and creative with so much stress and tension. Additionally, employees may be less likely to take risks or innovate when they feel anxious or stressed.
When employees are stressed or anxious, their flight, fight or freeze response center in their brain is activated. This leads to a higher level of a stress hormone (cortisol) which can lead to impairments in rational thinking and wise decision making.
Get a head start on change management and empower your managers with the skills they need to navigate change effectively.
What Can People Ops Leaders Do
We can't control changes, but we can control how we react to change, lead our teams through change, and manage change.
The truth is that there can be an urge to avoid acknowledging changes within the economic landscape and companies.
Regardless of how much your company is affected, whether it's directly through job cuts, cost cutting, slower promotion rates, or indirectly through watching other companies, change (and loss) must be acknowledged.
In his book on change management, Managing Transitions, William Bridges wrote,
“Transition is the inner psychological process that people go through as they internalize and come to terms with the new situation. Empathetic leaders recognize that change can put people in crisis…. Change will only be successful if leaders and organizations address the transition that people experience during change. Supporting people through transition, rather than pushing forward is essential if the change is to work as planned. This is key to capitalizing on opportunities for innovation and creating organizational resilience."
Change will only be successful if leaders and organizations address the transition that people experience during change. — William Bridges
The opportunity here is to acknowledge change and loss, support your team through connection to your mission and vision, bolster morale, and build resilience.
Four Change Management Tools to Navigate Through Change
As a leader, you have the opportunity to rise to the occasion and support your team to better weather changes graciously and with resilience. Follow these models for managing complex change to set yourself on the right path:
1. Acknowledge Change and Feelings of Uncertainty
This could be something as simple as announcing the change at the beginning of a team meeting.
For example, "I know that there is a lot of change happening right now which can bring feelings of anxiety and uncertainty. It's completely understandable, and it's important that we talk about it as a team. What do you need from me?"
It's also important to check in at the beginning of 1:1s and ask how team members feel. This is a time to be empathetic and a good listener.
For instance, "I hear you are feeling slightly overwhelmed and nervous. I completely get it - that's a really tough place to be."
You don't need to jump in and solve the problem right away. It's more important to show the people on your team that you see and hear them.
2. Make a Clear Connection to Your Mission and Vision
“Stability through change demands clarity about who you are and what you are trying to do." - William Bridges.
When people feel overwhelmed and anxious, it can be easy to lose sight of how their work connects to your company's mission and vision. As a leader, it's critical that you re-iterate your unique purpose and vision and how each role helps drive forward towards that goal. This is critical in managing organizational change.
In 1:1s, managers have the opportunity to connect team members' work to the vision. Make an effort to understand the other person - what matters the most to them and work hard to protect anything related to that.
When team members become frustrated or disconnected, ask them what is most important about their role and have them focus on what matters the most. If there are tasks on their plate that aren't driving impact towards the overarching vision, reassign that work or choose to drop it. Prioritizing this together will give folks a sense of control and agency during uncertain times.
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3. Prioritize Small Gestures and Positive Feedback
Don't underestimate the power of small acts of kindness and sincere, positive feedback. Give positive feedback immediately when you see or hear something that your team member has done well. Instead of saying "good job", get more specific about the behavior you appreciated and its impact.
For instance, you could say, "In the team meeting earlier today, I really appreciated that you role-modeled giving positive feedback to Adarsh. Not only did Adarsh feel good for being recognized, but it also demonstrated to the rest of our team the culture of feedback we are working to create.
Everyone has an emotional bank account. Kindness, honesty, integrity, compassion, and recognition are all deposits. When someone has a large reserve built up, they will be more resilient when a withdrawal is made. Making these deposits also melts employee resistance away.
Employee morale can keep a company afloat. If your company is going through a hard time, employees with high morale will do their best to help pull it through. When team members collectively have strong emotional bank accounts, it builds stronger positive employee morale, which can lead to an increase in productivity and higher quality work too.
4. Build Resilience
Building resilience is one of the most important steps in the change management process. Resilience is the ability to adapt to and move through challenging situations.
When the stress of change and the unknown strikes, we still experience loss, anxiety, and anger.
If we have built resilience, we can bounce back more quickly. Resilience won't make problems disappear but can allow one to see past them and better handle stress.
So how do you build resilience in your team?
Encourage connection within your team. Make time and space for catching up in team meetings, 1:1s, etc., whether in person or online.
Make work meaningful. This is where the connection to the company's mission and vision comes into play. When individuals recognize that they are helping to build something bigger than themselves, it bolsters a sense of meaning and belonging.
Set the tone for your team by remaining hopeful. There will always be things outside your control, but you can control how you react to them. Accepting change can make it easier to adapt with less anxiety.
Take care of yourself first. Acknowledge your feelings and connect with people whom you care about. Include physical activity in your daily routine and make time for things you enjoy. The more you role-model these behaviors, the more your team will also understand how important you care about their well-being.
Get Free Access to Change Management Learning Path
To help you weather through the storms safely, claim your free 14-day access to Elevate Academy's Change Management Learning Path so you can give your people managers the tools and resources they need to lead their teams through change confidently.
It includes a series of 5 to 10-minute classes such as:
How to Manage Through Change
Helping Others Feel Heard
How to Let Someone Go With Grace
How to Have a Career Conversation
And more.
At the end of the Change Management Learning Path, your management team will have a solid change management framework and action plan to help them manage tough situations and be able to support their teams through difficult times.
Lucy Georgiades, Co-Founder and CEO
In London and Silicon Valley, Lucy has spent over a decade coaching Founders, CEOs, executive teams and leaders of all levels. She’s spent thousands of hours helping them work through challenges, communicate effectively, achieve their goals, and lead their people. Lucy’s background is in cognitive neuropharmacology and vision and brain development, which is all about understanding the relationships between the brain and human behavior.
Lucy is an Oxford University graduate with a Bachelors and a Masters in Experimental Psychology and she specialized in neuroscience. She has diplomas with distinction in Corporate & Executive Coaching and Personal Performance Coaching from The Coaching Academy, U.K. She also has a National Diploma in Fine Art from Wimbledon School of Art & Design.
