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The only constant in life (and business) is change.
So goes the (slightly modified) quote from Heraclitus, the ancient Greek philosopher.
In my experience the gap between changes seems to be getting smaller! In the over 30 years I’ve been in work (excluding actual job transfers) I have moved desk as the result of a restructure, reorganisation or transformation about ten times. With the frequency increasing in the last decade or so where I haven’t stayed in the same seat for more than two years (except since March 2020 when I’ve stayed in the same seat whilst working from home!).
Change can be exciting and motivating if done properly, but inevitably some people will feel insecure and stressed. We all have to work our way through the change curve (Kubler-Ross).
As a manager it can be particularly difficult, not only do you have to deal with your own feelings, but you have to support and manage your team through the change as well.
Business as usual continues whilst the change is going on, more work with the same resources. People who will be directly affected are often asked to contribute (turkeys voting for Christmas scenario). Communication may be poorly handled which increasing concern. Third party consultants can add to the stress and a feeling of exclusion to the process.
If you’ve been around as long as I have then you’ll find change can feel like one big cycle.
So, as it’s almost inevitable that in the near future you will have to deal with some sort of restructure or reorganisation, let’s emulate the Scouts and ‘Be Prepared’.
Here are seven suggestions for helping you, and your team, make it through.
First - be PEAR shaped – make sure that those responsible for the change see you at your best, but also support your team and lead by example.
Positive - it’s easy to see the negative side of any change, find out as much as you can about the positives and share them with your team
Easy to work with - cooperate with the change team, more importantly give your team a safe space to discuss their concerns and experience, communicate as often and as transparently as you can.
Appear in control - don’t let your own personal feelings show through at work. This doesn’t mean keep everything bottled up, but find an appropriate way to deal with your own issues outside the office space.
Reliable - and consistent, these are key management skills in all situations, but during periods of change are even more important, deliver on your promises.
Second - make the most of your internal network. Regardless of the outcome of the change, strong relationships will benefit you going forward. Help your team to strengthen their relationships too, include them in discussions wherever possible, have them attend meetings in your place etc.
Third - don’t depend on promises made during change. Until the final proposal is signed, sealed and delivered things can change (no pun intended). From a personal point of view don’t make any promises you may not be able to keep yourself! No harm in saying you will try your best, but broken promises will be remembered for a long time.
Fourth - be proactive – get as involved as you can. The only way you stand a chance of influencing change is to be part of it. You stand a better chance of getting any concerns your team have across. You can be to reassure them about what’s going on.
Fifth - manage expectations, your own and those of the team. The team may have high expectations - lots of promotions/pay rises/improved conditions - which are unlikely to be achieved across the board. They may have low expectations - redundancies/wage cuts - which you may be able to reassure them about. If you are following the other tips you should be in a good position to deal with this.
Sixth - have clear personal goals – what would you ideally like to get from this change? What opportunities are you looking for? These may not be within the organisation, but change may help facilitate you in achieving what you want to do in the longer term. Understand what your team wants from it too.
And finally Seven - make sure you’re T-shaped (with a broad cross bar), meaning you have at least one area of deep technical expertise, showing your specific value to the organisation, but also a working knowledge across other areas, demonstrating your ability to be flexible, and bring that varied experience to your specific role. Your broad cross bar skills will also include universal skills like negotiation, communication, and time management, which are needed in all organisations. Help your team to develop their skills, too, coach and mentor others.
So that’s how to deal with change – pick one suggestion and work on it so that you’re ready for the next time that everything gets thrown up in the air yet again…
This article gets us in the right shape - thanks Tina