Changing ways of working, altering a service, adopting new processes or technologies is often complex. There is a need to understand the current conditions and design a target state that will work given the specifics of the business, while trying to standardise as much as possible in order to avoid creating costly solutions. But the success of transformation does not only lie on how strong the future process is or how well the technology is working, it depends on people.
People engagement is the key to any successful transformation (big or small) Many good solutions fail because people are reluctant to change. Transformation often means asking people to change their way without them asking for it. The natural response to any change is resistance. It can be caused by the fear of the unknown or simply because people like doing what they are doing, the way they are doing it.
As a people leader, how do you engage people in a transformation that they haven’t asked for and that will impact their every day work?
Be clear and repetitively remind people of the directions articulate clearly where you, as an organisation or team want to be, why it is important and what needs to happen to achieve the goals. Constantly remind individuals of these directions. Change is not linear. People can feel they understand and accept the need for change one day but go back to being doubtful and resistant the week after. Regularly check where the individuals are at and address concerns.
Encourage visible sponsorship from upper management this is important to show that the change is creating the business impact wanted by the top and is fully endorsed.
Make people contribute you own the “what” and the “why”, but make them own the “how”. Let people design and implement the change (with help from transformation specialists if needed). Working on it will make them understand the change better and remove the fear that one can express by being in a middle of a transformation. Also, being part of making it happen will give people a sense of ownership and increase engagement. Indeed, how happy are we when we are forced to implement something somebody else made for us? Our first reaction will often be resistance (without even looking if the change is positive or negative). And this is worse when it is around our own work. All should be engaged, though the level of involvement needed should depend on how impacted by the change people are.
Clearly bridge transformation with individual interests and aspirations transformation is often full of opportunities, but it can be hard for individuals to see it. People can be blinded by the fear of change and by the fact that the future ways of working, processes or technologies are not clearly defined. Helping them getting a new approach to what they do and an open mindset towards what is coming is critical. Help them view obstacles as opportunities instead: opportunities to learn and grow. Kind of helping them to see the glass half full instead of half empty.
Create a safe space to discuss (within a team and individually) change is hard, there is plenty to figure out along the way. Give them the necessary resources to lead them through the transformation. Change can be stressful and feel too complex. Be there, help people remove obstacles and clarify the way forward - without doing it yourself. Listen and support through sparring and advising.
Acknowledge effort and openly celebrate achievements show understanding for the complexity of the change (both as a piece of work but also mentally) and make it clear that you see progress (even small ones).
To sum up, a successful transformation is only possible with a strong engagement plan involving clarity, sponsorship, ownership, opportunities, support and recognition.
Claire Lemettre