While the organizations around the world are struggling to recover from the pandemic, there is still a lot that has to be done. A long challenge of organizational change looks like taking a toll on the minds of leaders around the world. While the majority of organizations Invest their time and energies in identifying change management strategies, they must focus more on identifying leadership approaches to lead the change. An important thing to understand is that any change may become tougher when:
Top executives make all decisions in closed boardrooms;
Change is announced in a town hall or an all-company meeting,
Everyone is immediately expected to implement the given changes.
An ideal way to initiate the change is to involve your leaders, their teams and as many people as possible.
Now you must be wondering why?
Well, before that, let’s look at what Gartner Research says – more than 80% organizations still use top to bottom strategy when implementing organization-wide change. Isn’t that scary?
As per a research by Blanchard – when organizations involve thier people in a change initiative, they are likely to gain trust of their people. Besides, people are much more likely to embrace the change and also influence their teams to participate.
This level of involvement, collaborative approach is far more effective and sustainable.
On the other hand, top-down strategy usually results in short-term effectiveness, compliance, slower implementation and low results.
Change is the only constant and when such change initiatives go well, innovation, creativity, productivity increases. This also results in higher
When change initiatives go well, they improve innovation, creativity, productivity, and also result in higher engagement, and employee retention. In a scenario where the reverse happens, it leads only to the wastage of time, energy, resources and money.
Another thing to pay heed is – people do not resist change, but control. Involving people in change initiatives is beneficial in building momentum for the required transition.
Potential leaders are mostly the ones in the front end, leading this change. However, they must anticipate and manage the 5 stages of concern as below:
1- Information: what, why, how, and other questions are addressed in this stage.
2- Personal: how the change will effect the individuals.
3- Implementation: how this will be implemented.
4- Impact: is the change worth enough – includes ‘what’s in it for me’.
5- Refinement: this stage includes how employees are trusted and looked upon while leading the change going forward.
This is where a careful identification of front-end leaders makes a lot of difference. Leaders who carefully craft a plan covering these 5 stages of concern, often create an effective vision for their organization.