Thank you again for taking time to feedback on last month’s topic and for your wonderful support for my new book. It is always lovely to get a response to these newsletters and to know they are appreciated.
This month’s topic is Leading through Change which will give you ideas for leading yourself and others through periods of organisational change and uncertainty. If you have experience on this topic I’d love to hear from you – what are you doing that works? Do you agree or disagree with my suggestions below?
Leading through Change
Change is the way of life in most business environments these days but it continues to be one of the biggest leadership challenges. Leaders often under estimate the impact that even a rumour of a change can have on moral and performance.
Change is such a personal thing and people need time to understand what is happening and process what this means for them so that they can begin to let go of how things have been and embrace a new way of working.
During times of significant change people want visible, empathic leaders who regularly share information, openly discuss issues and are powerful role models.
The tips below will hopefully act as a useful check list for leading your team or department during a period of major business or system change.
Ten Tips
1. Look after yourself
If you are going to lead and support others through a period of change it important for you to remain resilient, effective and balanced.
Why not ask for support from your boss, peers or from a coach?
2. Help people to understand the emotions of change
If people understand the stages and the emotions associated with change they will be more able to manage themselves and others through the process. They will also be less likely to blame you for everything!
Why not get your team or department together to discuss the process of change and to explore ways they can navigate the process, support each other and be resilient?
3. Be accountable – own the change yourself.
Be a visible and proactive role model.
Everything that you do and say must demonstrate that you have bought into and are committed to the change that is taking place.
If the change is being driven from elsewhere in your organisation why not find a way to get personally engaged in the process. You cannot lead your department effectively through a period of change if you haven’t understood and processed the change yourself.
4. Explain the reason for the change
Spend time talking to your staff about the rationale for the change. Why are you or the organisation making this change? What are the long term benefits of the change? How will things be different when the change beds in?
Make the change personal to you. Why do you think it is a good idea? Give some personal examples of how you think things will be better following the change.
5. Keep people informed
During periods of major change it is impossible to over communicate! People crave information and if they don’t get it then they make it up!
Keep communicating that nothing has changed if that is the case.
Do not assume that people read information or hear your messages.
Get your staff together regularly for group meetings. Be honest about what you do and don’t know and encourage discussion.
6. Listen to questions, concerns and issues
Resistance is part of the process of making sense and coming to terms with a change, so if people are raising lots of questions and issues this is a good thing. Silence does not mean agreement it mean people are in denial!
Ask people what their questions and issues are and demonstrate that you have listened.
Answer as honestly as you can and if you don’t know the answer say so.
7. Provide clear direction
During periods of change and uncertainty morale drops and productivity decreases.
Make sure everyone in the team understand the short term priorities and what is important to you.
Focus on doing a few things well.
8. Make time for your team
Get the team together regularly to discuss what is happening and how people are feeling.
Encourage people get involved in change activities, share information and support each other.
9. Catch people doing things right
During periods of change it is important to reward the behaviours that you want to encourage.
Make a positive example of people who are working to move things forward and celebrate successes no matter how small.
10. Be a Coach
The people in your team will all process the change at different rate. Empathise, encourage and empower your people to work through this process themselves.
Why not help each member of your team to think about what the change might mean for them and what their priorities and opportunities are.
Highlights from last month
Telephone Coaching
We have been asked to provide a telephone coaching service for a medium sized organisation, to increase the productivity of their sales force. We will be offering confidential coaching slots of 30-40 minutes enabling individuals to move forward on topics such as personal effectiveness, work/life balance, influencing and building strong relationships.
If you’d like to know more contact us.
Leadership Coaching
We have just successfully completed two leadership coaching programmes.
One programme was designed for a new leader who wanted to develop greater gravitas at senior levels in the organsation. He has since received very positive feedback about his value to the organisation.
The other programme was designed for a new leader who wanted to change her style to reflect her new position and build an effective team. Her confidence has increased and we are now supporting her in designing a team development event.
If you’d like to know more contact us.
Dealing with Change workshop
We facilitated a Dealing with Change workshop, covering the themes in my ‘Letting Go’ book and the ideas in this month’s tips. If you’d like to know more contact us.
Coming next month
Next month’s topic will be Being Assertive. I hope you’ve enjoyed this newsletter, if you have please forward on to friends or colleagues.
Warm wishes
Helen.
Leadership and Team Coach
Pelican Coaching & Development
