Announcement day for a big change in an organisation is usually a significant milestone following a heap of preparation and planning work – often weeks (sometimes months and years) in the pipeline. It’s no different whether you’re a large organisation, an SME or a start-up or your news is about layoffs or growth. Your plans are all sorted but are you really ready?
The change you’re announcing will be to people who you want to join you with the decision you’ve made and support your plans. Those people can include leaders and managers too. Leaders are so often in a dual role where big change is concerned – they are impacted by it, but they have to make that change happen as well.
This brings another level of uncertainty for both you and your teams. So, how can you make sure you consider how to deal with that in all your planning and prep?
Here’s a few things that might help...
Are you really ready?
Leaders and managers are usually involved in the planning of big change from the outset. They know the details inside out, but any change demands a personal transition too. This means understanding the changes that are involved and what this means for us as individuals – no matter where we sit in an organisation or our job role.
Working through change can be an uncomfortable process at a personal level – see below – but we all need to work through it – and each of us has our own pace too. No two people’s responses will be the same.
Fisher, J M,
‘Getting’ what the impact of the change means in relation to your role, will help you adapt to the situation you’re now facing and give you space to support your teams too.
Plus, it’ll help your wellbeing as you’ve taken time to adjust to what’s happening and you’ll be equipped to recognise and handle the responses you might feel.
You’ve sat with this change for ages – your audience hasn’t
As leadership and management teams are often involved in big change right from the start, they know the ins and out of it all well and have very likely been through the personal transition process shared above. So sometimes, it’s unsurprising that they forget that not everyone else has been involved in the same level of planning or gone through their own transition.
I’ve found that leaders are often genuinely taken aback when people don’t respond to the news – good or bad – in the same way as they did.
Remember the point above. When you introduce change to your teams, they will have to go through the exact same process as you, the same phases of change and transition and emotional responses.
Have you considered people’s wellbeing?
One of the ways to support wellbeing is through good communication – it’s one of my pillars to support people’s wellbeing in change. Having clarity and compassion in your communication can make all the difference, too.
If people know what’s happening from the details you share, that will go a long way in reassuring them. If you don’t have all the details, then set an expectation of when people will hear more. It will help to reduce anxiety and distractions and help folk make their own decisions too.
There are so many factors to consider when you’re planning big changes but remember that leaders and managers have a tricky balancing act – between being impacted by change personally and having to make that change happen too.
Now, more than ever, considering all your moves through a lens of considering people’s morale and wellbeing – including your own - will help you stay on track and be better prepared to adapt.
If you would like help to get you or your team to get ready for change and adapt, while supporting your wellbeing, Twist Change Coaching or workshops might just help.
Get in touch if you’d like to chat more about this.
Other content you might find interesting
https://www.twistconsultants.co.uk/blog/2019/5/11/wellbeing-why-it-really-matters-in-change