In today’s volatile and constantly evolving business environment, change has become a norm rather than an exception. This means organizational success now hinges on a leader’s ability to effectively manage strategic change by motivating others to action, building consensus, and communicating with honesty and transparency.
The challenge with change
Did you know that an estimated 60 to 80 percent of change initiatives in a business environment fail, while only five percent meet all of their initial objectives? That’s not because the change initiatives themselves are bad; rather it is due to poorly managed human factors. Too often, change is pushed through the organization from the top down, leaving people feeling disempowered and resentful—particularly when the internal, relational, and emotional aspects of the transition are not effectively managed.
Gaining buy-in and engagement
To stay competitive in today’s ever-changing market, organizations are under pressure to make smart changes in the workplace. Yet these changes can only yield meaningful benefits if leaders secure employee engagement and buy-in.
To succeed in this effort, organizations must proactively prepare their teams for change management. This means leaders must receive coaching to understand their own responses to change so that they can manage their own reactions and model appropriate behaviours. It also requires leaders to understand how to guide others through the change endeavour.
By mining the depth of the company’s strengths and gifts and identifying gaps in change capicity, leaders can improve their psychological understanding of how change affects people. This positions them to effectively manage both the change and the transition—driving not only the effective adoption of new ideas, but securing commitment and engagement with the process from all levels of the organization.
Change with confidence
By addressing the psychological outcomes of organizational change management initiatives, leaders can:
- Empower their people to engage with both the rational and emotional components of change to effectively nurture transition
- Develop advanced emotional intelligence to deal with any conflicts that may arise as a result of change
- Strengthen the ability of people at all levels of the organization to remain connected, engaged, and empowered throughout change initiatives
- Facilitate decision-making that transforms organizations into dynamic, leading-edge, engaged change-makers
People often resist change, which can result in conflict. High-functioning change managers understand how to defuse that conflict and motivate others to navigate change with ease.