The need to change is often thrust upon us by a “crisis event” or in less formal circles, we call this the “wake-up call”.

So how is it that some businesses successfully manage the crisis without undermining their reputations while others file for bankruptcy? In our opinion, success depends on three key factors:

1. Recognize that you are at the heart of the problem
• People do not believe a crisis will happen to them
• When confronted with a crisis, a person’s first reaction is denial.
• People tend to see what they want to see, rather than what is actually occurring.

2. Good information is essential to good decision making
• A Strategic Plan brings focus, direction and relevance to the work of an organization. Strategic planning clarifies where an organization is going and how it intends to get there; it also creates a foundation from which sound budgeting can occur. These components are vital, not only for effective organizational growth and administration, but also in achieving the Change Management goals.

3. Act Decisively
• Once you have overcome denial and accepted what is happening to your Company, it is essential to empower a change management team
• Quick and relevant communications to employees and stakeholders is key.
• Be honest and empathetic with everyone affected.

Generally people are receptive to change. What is unsettling to most employees and other key stakeholders is the continuous promise of change. We assist Companies in managing the change process by conducting a thorough operations assessment of all business units, providing concise recommendations with timelines for implementation and follow-up mechanisms to ensure these strategies succeed.

No matter how well you explain the process of implementing change in your organization, don’t expect an immediate buy-in. At best you may achieve compliance without lasting commitment.

We suggest five strategies to help with the people side of change:

1. Give employees time to wrap their heads around what is occurring in the organization
• Don’t be surprised if the initial reaction is quite negative
• Most people will internalize the announcement and how the change will their personal daily lives

2. People generally only retain 10% of what they initially hear
• With any major announcement, it is essential to manage the take-away message
• Remember that many people are hearing the change message for the first time, so their minds start spinning

3. Ask your employees and other key stakeholders about how they feel about what is going on (the change)
• Asking what an employee thinks about an event may mislead you into believing they are on-board
• Asking someone “how they feel” may elicit an emotional response which will help address their concerns much quicker

4. Provide your key employees and managers enough time to process the “change” themselves, before they discuss it with their staff
• Some people have legitimate fears about controlling information, so managers often hold meetings without adequately coming to grip with the change events themselves
• Without a managers genuine buy-in to the “need for change”, any message they deliver will be regarded as insincere

5. Bring the social and cultural leaders of the organization on board first
• You know who they are. In every organization, certain people, often outside of management, influence the opinions of others
• If you can enlist these people early-on to embrace the change, then you help set the tone for rest

As Steven R. Covey so adequately inspires:

“One person can be a change catalyst, a transformer in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader.”

© 2013 Mowbrey and Associates