Managing change in an organisation – and the emotions attached to it – is never easy, because human beings are inherently resistant to change. In fact, research shows that 73% of individuals undergoing change report moderate to high stress levels.
“Change hurts. It makes people insecure, confused and angry. People want things to be the same as they’ve always been because that makes life easier. But, if you’re a leader, you can’t let your people hang on to the past.” – Richard Marcinko
However, if you’re making significant changes to your business or operations, you will need the support and buy-in of your people, if these changes are to be successful and sustainable, says Arjen de Bruin, behavioural change specialist and Group CEO at OIM Consulting.
De Bruin shares five tips to help you align your workforce when managing change, and securing employee buy-in:
All hail the morning huddle
A brief morning alignment session or huddle (he prefers these terms to the more traditional ‘meeting’) is one of the most powerful tools in a company’s arsenal to help centre your employees around your business goals and purpose.
“There are a couple of important rules to note here. This session needs to be held at the start of the morning or shift, it needs to be short – no more than 20 – 30 minutes, and it should be highly focused.”
De Bruin says that an effective huddle will typically dedicate a few minutes to reviewing the previous day’s performance. The largest portion of the session is concerned with setting targets for the day ahead and detailing the plan to achieve these, while proactively anticipating any problems that may arise. It should also give recognition to employees, and emphasise the direct link between team performance and company performance.
“This session is pivotal in setting the tone for the day, helping to embed priorities and key concepts while setting your employees up for a successful shift.”
Communicate key changes in person
De Bruin says a common mistake that many companies make – especially larger corporates – is to communicate key internal changes to their staff via traditional channel such as flyers, emails, and posters…and every other way, except in person. “These methods help support and reinforce in-person communication but should never substitute human interaction.”
But if you’re a company with hundreds or thousands of employees, how do you get to everyone? Through your front-line leaders, says De Bruin.
“They are your culture carriers; they’re the people you need to rely on to let your workforce know about any planned changes, and how these changes will affect them. Ensure that any key changes are openly communicated to them so that they can – in turn – convey these to your workers.
Be honest about the impact of changes
When making changes within the business, De Bruin says it is also important to be ‘brutally’ honest about how these will impact employees. “Even if the change is negative (i.e. a company restructuring that involves people being retrenched) it is important to be transparent about what is happening.
“Be prepared to answer the hard questions, and share details around why these changes need to happen, who will be affected, how long they will be affected as well as any plans to mitigate the negative impact.
“It is important that you speak and act calmly and with logic, but also understand and empathise with the emotions that will follow, communicating from an authentic and human perspective.”
People might not like the changes you’re making, but the response will be significantly better if they know where they stand. “Uncertainty and secrecy breed fear and speculation, which contributes to a toxic working environment.” One report from Oak Engage revealed that 41% of employees cite mistrust in the organisation as the top reason behind their resistance to change.
Encourage feedback
Equally important is allowing your employees the space to provide feedback and ask questions, while letting your employees know that you value their input.
Psychological safety in the workplace means creating a space where your employees feel comfortable to speak up, disagree (respectfully) or raise concerns, without fear of any negative repercussions. “Creating a working environment where people feel heard is vital for encouraging employee buy-in.”
Aim for an 80:20 buy-in ratio
De Bruin says that it is unlikely you will get 100% of your workforce on board with any changes you plan to make. “The more radical the change, the more resistance you are likely to encounter.
“The good news is that human beings are adaptable, and if you utilise the above tips and tools, the majority of your staff will inevitably come on board in due course.
“However, you will probably have a small percentage of workers who stubbornly resist all change, despite these steps. Accept this, and strive to secure the buy-in of around 80% of your workforce. This means that the naysayers will be in the minority, and those who are aligned with your company’s goals and plans will have the dominant voice.”
