And then be critical about your own change idea. Given the impacts your change will have on each member of the organization, is it still worth it? If it is, how can you fine-tune your change efforts to minimize their negative effects on team members? What is your company culture when it comes to change? Do people feel a part of it?
Are leaders' doors open to questions and input? Or does it feel like change initiatives are one-sided, sent down from on high with very little dialogue? Or conversely, are your change discussions leaving out upper managers, the heavy-hitters who could help to validate your change effort and make it stick? Lamoreaux recommends:. When it comes to change management, there's no easy way through it or a set time it will take.
In our personal lives, change is hard. We should expect our work lives to be no different. People will feel loss, frustration, and anger as they work to make changes that they will eventually accept as the norm.
Allow them to voice their concerns, ask their questions, or even make their accusations. Also recommended for moving the change cycle forward is Steven R. You might work for a company that plans their change initiatives more than 12 months ahead. But probably not. More realistically, your execution of change will have unexpected complexities. Most projects, not just yours, will usually take longer. Be ready to be patient and realistic, and adapt. In software development, this takes the form of a minimum viable product, the simplest version of a product needed to prove if the concept is worth pursuing or not.
An change agent can employ this same approach, Lamoreaux writes:. Now that you've established your grand vision for change, it's time to create the nuts and bolts blueprint for how you make that change a reality. Set goals and objectives of what the change is supposed to accomplish and how you will know if it has succeeded.
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Then include those in a plan for accomplishing the initiatives. Now, make sure to show how the change will affect and benefit each department, team, and individual. Oh, and be ready to repeat these lines again and again as your organization's change fatigue sets in and people need a refresher.
Speaking of fatigue, being a change agent is a long, tiring, often thankless gig. In addition to your normal job duties, it often means attending additional meetings, putting out additional fires, and arguing the same case over and over again as people second-guess the idea. At this point, before any actual triggers have been pulled, you might be tempted to second-guess your own idea and even to bail out before any real resources have been spent.
But if, in your re-evaluation of your change initiative, you come to the same positive conclusion, by all means, continue to advocate, sit in meetings, and put out fires until it becomes a reality. While some changes take hold across entire organizations at the same, other organizations start with a small group and create success, then spread from one group to the next. Lamoreaux writes:. One essential tip for successful change management is pretty simple. Be sure to include your employees from the beginning. Ask their opinions and get their input on how the business runs today and what they believe should be changed.
Big, showy launch events. Town hall lunches. Games and prizes. These aren't just good excuses to get free t-shirts, gift cards, and food. They have a very real psychological effect on change participants. When employees see other employees smiling and applauding a change, they feel better about accepting and participating in that change effort themselves. Identify people who could be change ambassadors. The Intuit Quickbase blog says:.
Train these employees first, then allow them to set a positive atmosphere while guiding other employees. Give people time people time to process and offer personal assistance to the laggards. It also pays to be aware of laggards who are influential within your organization and can convert others to their anti-change point of view.
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Make special efforts to satisfy and win over these influential laggards —for instance, with one-on-one discussions or taking them out to lunch. If the change is important enough, organizational leaders might need to consider jettisoning laggards who continue to stand in the way. Wrote one executive :.
Involve employees and be sure to give them tasks that contribute to the goal rather than menial ones. If everyone shares ownership and responsibility for the transition, they will feel better about the change. The Robert Half blog says:. Change is a visceral, emotional thing. As nice as it would be to expect all change participants to approach the change objectively, experience show this just isn't possible. Unacknowledged feelings of resentment or fear can swamp a change initiative , regardless of all the good, perfectly logical reasons in the world.
Therefore, rather than trying to force people to ignore their feelings about the change, you will find greater success in acknowledging and responding to those feelings. He created a confidential online portal for employees to anonymously contribute their thoughts and feelings on the change management process.
Employees were able to vent their feelings in a safe, anonymous format, and Barton was able to move forward with addressing these feelings. Stay focused on your goals to ensure that changes are properly implemented and completed. The Robert Half blog says that, if parts of the plan are left unfinished, it could inadvertently display that other parts are able to be avoided, leaving employees less committed to the process.
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This doesn't mean that change agents should be unreasonably rigid and unyielding. Circumstances will likely require you to be flexible and ready to alter your strategies, if necessary, to get past hiccups that will surely come. Many of these tips come down to frequent and open communication. Determine what you already have at your disposal, and figure out what likely needs improvement.
Provide access to healthy snacking options via services like SnackNation. This is such an easy and convenient solution, we recommend doing it in week 1.
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Survey the organization. Develop core values. Be sure to incorporate a sense of fun in your values to help create an environment that fosters personal connections and bonding amongst employees. Fortify communication channels. Use survey data to determine the weak spots in your internal communications infrastructure, and spend time shoring them up.
Consider deploying next generation channels like enterprise social networks. Finalize wellness programs and campaigns. Armed with survey information, develop the right strategies and tactics for your organization.
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Plan wellness challenges, onsite fitness activities, and health initiatives. Appoint a wellness manager it might even be you! Determine facilities needs. Connect with the head of facilities and space planning and work on a employee engagement plan to create a space conducive to the types of activities that will engage your employees. Develop a timeline and budget for transforming your space.
Hold a company all-hands meeting. For some companies, this is old hat, but for many, this might be the first time your entire organization has been in one place at one time. Use this opportunity to clarify the mission and purpose of your organization, and present your newly developed core values and engagement strategy. And of course, be excited! Make a strong case for employee engagement. Your employees take their cues from the top, so enthusiasm will go a long way towards adoption of your plan.
Begin any construction projects immediately. If your plan requires an overhaul of your office space, start on construction the day after your all-hands rollout. Better yet, send in a crew to paint overnight. Get physical. Bring in trainers or yoga instructors and conduct group fitness classes, either on site or at a nearby park. Harness the power of inter-departmental competition with wellness challenges. Prominently display your values and mission. Help ingrain your values into the organization by displaying them in the office for all to see.
Did we mention healthy snacks help?? Make it personal. Start business meetings with personal anecdotes to help foster personal relationships and emotional bonds between employees. Assess employee roles.
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Managers should prioritize making sure that subordinates have well defined roles within the organization. Every employee should know his or her role on his or her respective team, and understand how this role directly relates to the success of the business.