I recently conducted a workshop with a company on Successfully Growing a Strong and Sustainable Safety Culture. One of the things I like to focus on is their feedback in a conversation during and after the workshop. Conferences have feedback forms, but I encourage discussions when conducting workshops, training, etc. This also allows me to provide additional practicals. After the workshop, I received many comments asking how to maintain momentum and keep employees motivated during the change process. These were great and informative conversations, questions and comments. It got me thinking about what was said and the questions asked. I returned to my hotel room and started assembling items that would add value to the change process and increase continuous improvement with the employees and leaders.
Here are the 10 key I came up wiith for successfully implementing change and maintaining momentum. Please read each value and mentally consider how to succeed going forward.
Remember to clearly communicate the reasons for the changes you are implementing in the business. Effective communication is crucial in a changing business environment. Make every effort to ensure that all employees understand the difficult decisions you’ve had to make and how challenging it has been for you personally.
This will earn their respect.Discuss your competitive strategy and the changes you want to make with the employees, making them feel part of the process and allowing them a degree of ownership in the situation. Ask for their ideas and input to involve them in the decision-making process.
Communicate your goals and direction to every level of the company using sincere language. For example: “I understand that things are going to be different from what they have been in the past, but I am committed to ensuring that we make it through these tough times, and I am counting on you to help me make it happen. “Here’s what I need from you…” Then, communicate your needs to them. Every business leader has their own communication style, but here are a few examples of effective communication:
“We need everyone to fully support our sales team. Without increased sales, we cannot move forward.” Then, ask the sales team to come forward and have an open conversation about how everyone can help them win new sales and keep loyal customers.
“We need everyone to show initiative beyond their job description. I understand this means doing more, but I believe you can do it, and we’ll do our best to support and help each other.”
“We need to be accountable to each other, not only for our performance and the level of service we provide to customers and each other, but also for the attitude we bring to work every day.” Then, facilitate a discussion and ask them to be specific as they write down ways they will agree to be accountable.
“We need to stay positive and maintain high morale. I know it’s been tough, but together, we’ll see progress.”
Establishing an atmosphere and culture of open communication is crucial. In addition to your current methods of sharing information with your employees, consider developing a concurrent communication strategy to remind people about the nature of organizational changes, expectations, and progress. In today’s uncertain business environment, employees quickly lose motivation if they’re not involved and informed about changes. Lack of information can negatively impact their performance, and silence may be misinterpreted as secrecy about significant changes, particularly related to job security.
Open communication builds trust and is essential for maintaining a positive relationship with your team. Communicate what you know and even what you don’t know. Honest communication, even when uncomfortable, is crucial. Encourage employees to voice their concerns and ideas without fear of repercussions. Establishing a culture of open communication ensures that any issues hindering the organization can be openly addressed. Encourage employees to identify service flaws and wasteful spending and provide suggestions to streamline operations.
Ensure your entire management team is involved in creating your competitive strategy and on board with the changes you want to implement. Clearly communicate the role you expect them to have and provide a detailed set of actions. Emphasize that they are the coaches who will motivate and align the team with the competitive strategy. Encourage them to act as dynamic leaders who inspire and encourage the entire workforce.
Consider establishing a “change” team, similar to a significant construction equipment manufacturer who has a “change center” in its headquarters. Appoint top performers to lead the change management process. Acknowledge their current heavy workload but express confidence in their ability to make a difference in the company. Select individuals with high credibility and provide them with direct access to customers. Set the expectation for the team to identify problems and focus on offering solutions, with the motto, “For every problem, there is a solution.” Encourage them to anticipate and solve problems as they arise during the change implementation.
Involve your management team in strategic planning and develop them as change coaches. Your entire management team needs to be involved in creating your competitive strategy and on board with the changes you want to implement. Share the role you expect them to have and provide a detailed set of actions. Ensure they understand that they are the coaches who will spur the team forward, and their job is to make sure your entire team is aligned with your competitive strategy. Remind them to think and act as dynamic leaders who will inspire and encourage your entire workforce.
Establish a “change” team. Follow the example of a significant construction equipment manufacturer that has established a “change center” in its headquarters. Appoint top performers on your “change” team to lead the way in deploying the change management process. Let them know you understand they already have a heavy workload, but you are confident they can make a difference in your company. Choose people with high levels of credibility in the company and give them direct access to customers. Let the team know that they are expected to help identify problems and focus on offering solutions. Use the motto: “For every problem, there is a solution” with your team and throughout the company. As problems occur during the onset of change implementation, ask the team to help. New ways of doing things rarely happen without glitches, so ask them to brainstorm ways to identify and solve problems even before they arise.
Please introduce changes gradually whenever possible. Moving too quickly can cause chaos for your organization. Even if you feel that your team is ready for change, they may need to be able to adapt faster than you would like. Learning new information, systems, and procedures takes time. Allow your staff to understand the initial changes before implementing more. Some managers prefer making a single significant change instead of several small ones, as they believe it helps everyone to learn the new game plan at once. They think disruption during the change process is inevitable, regardless of the size of the changes. However, the reality is that most people are shocked by significant changes.
The larger the change, the greater the shock. If a substantial change is necessary, anticipate the reaction and prepare your staff as best as possible. This empathetic approach will benefit everyone in the long run. Consider what would be best for your team, as they may have needed more time to recognize the problem or understand the need for the changes. You must ensure that they understand your needs and expectations. Whenever possible, introduce changes gradually. Remember, balancing achieving your business goals and allowing your team to process the changes at their own pace is crucial.
Introduce change gradually whenever possible. Rushing into changes too quickly can create chaos for your organization. Even if you feel your team is ready to respond to change, they may need more time to absorb the changes. It takes time to assimilate new information, learn new systems or procedures, and adapt to doing things differently. Give your staff time to understand the initial wave of changes before introducing more. While some managers prefer a single significant change rather than several smaller ones, it’s essential to recognize that most people are often shocked by any substantial change. If a significant change is necessary, anticipate the reaction and prepare your staff to the best of your ability.
This empathetic approach will benefit everyone in the long run. It’s essential to remember that while you may be committed to the changes, others may not have had the time to recognize the problem and understand the need for the changes. You must ensure they understand your needs and expectations. Try to introduce changes incrementally. Remember, it’s crucial to move at a pace that allows you to achieve your business goals while allowing your people to process the changes for themselves.
Be mindful of the challenges that some individuals may be facing. Understand that everyone responds differently to change, and some may find adapting more difficult. While some people quickly embrace change and step out of their comfort zone, others may feel overwhelmed. Let them know that you recognize the difficulties they are going through and that you are there to support them. It is essential to maintain open communication and create a welcoming environment where people feel comfortable discussing their concerns.
Address resistance. People prefer routines and may resist change, hindering team and company progress. Engage with those who seem resistant and ask them to reconsider their approach. Encourage a positive atmosphere and emphasize the importance of working together as a team. Find out how you can support them through the changes.
Lead by example. As a leader, it’s crucial to uphold employee morale during change. Set a positive example for others to follow. Remember that your team will look to you for guidance and observe how you handle challenging situations. Maintain a positive attitude despite difficult circumstances.
Take the time to invest in training to reduce the loss of productivity during change. Ensure your employees have the necessary skills to succeed. Training should be a top priority, as the time and money invested will eventually lead to increased profits and service quality. Determine the level of competence needed to support the changes in our company and help us navigate these challenging times. Identify the training required to bring the staff to that level of competence, especially for new products, procedures, and product support. Training is essential for generating profit in this environment and should not be treated lightly. It is the vaccine that helps to eliminate stress common during change, demonstrating appreciation for your employees and their efforts. Training gives your employees a “shot in the arm.”
It’s important to alleviate job pressure by managing it for yourself and others. Despite the seriousness of what’s happening in the construction industry, job pressure can be reduced by maintaining high morale. For example, one dealer holds an annual customer event that includes employees, their families, and customers’ families. This dealer recognizes the importance of continuing this management/employee and customer relationship-building activity, even in a tough economy. Finding simple ways to celebrate even the most minor successes can also help alleviate job pressure in a big way.
SO WHAT, NOW WHAT
Finally, let’s address the issue of making tough decisions, confronting challenges, and embracing new business ways to adapt to change. Will you emulate the chameleon, which can swiftly adapt to a shifting environment? Or will you end up like the once powerful Tyrannosaurus Rex, which went extinct because it couldn’t adjust to a changing environment? When put this way, the answer seems obvious. No one wants to become extinct. However, at times, we unknowingly create barriers to success. We wait for things to change, complain loudly, refuse to take on challenges, and cannot adapt. The stark reality is that the business environment has transformed – it’s no longer business as usual. We need to acknowledge this and move forward.
LEADER INFLUENCE 