Change is necessary and good when it’s intended for the survival of the organization and the better of its people and our community. So, we should feel optimistic when our organizations decide that it’s time for change.
With events being member and host driven – the topic of change management quickly came to the top of the list on what the HR Folks would like to engage in through peer discussions. As expected, this topic was indeed popular as seen by the registrations to attend the SIG at Metallumen this winter.
“Change management (CM) refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization”.(Wikipedia)
George Raine, CHRP,President of MontanaHR, subject matter expert, joined us for some peer sharing of challenges we all face when it comes to Change Management. George shared his views and experiences in dealing with managing change and here’s just my reflection on this event.
Change is the only constant - We all know that change is happening constantly in how our business runs, in the ups and downs of achievng our organizational goals, and of course our people being the humans we are, change too. Yet, It’s interesting that when we need to reshape our organizations, we still term it “Change”.
Change is necessary and good when it’s intended for the survival of the organization and the better of its people and our community. So, we should feel optimistic when our organizations decide that it’s time for change. Often, that optimism is not present and in its place is fear and skepticism to name a few emotions. It’s dealing with these emotions where change management has many challenges and what decision makers and any implementation team must mindfully consider when introducing change. The mindfulness should start when senior management begins deciding what changes need to be made as they draw up their list of objectives and evaluate it’s worth to the organization. At this stage they should also be evaluating the perception and impact of each decision on their organization’s people. Hopefully, at this stage there should also be genuine concensus on what the change strategy and the next steps should be before proceeding. Without it there could be need for “damage control” later on as to what messaging the rest of your organization is receiving if your senior leaders are not truly ”onboard” with what they are asked to deliver results on.
Mindfulness requires understanding that actual change doesn’t happen in the board room behind closed doors, so the next steps are what will define your likelihood of success in achieving your change objectives and organizational goals. The change happens on the operations side and this is where the Change Strategy meets your Organizational Culture, the attitudes and emotional side of your strategy.
This is where the actual Change Management process starts and should begin with the proper mindset in knowing how best to prepare and support our teams through change. It involves ensuring our team’s understanding of what the change is, why it is important and how they will be affected. It requires assurance that your team will be provided with the proper training and resources to ensure they continue to be successful past the change implementation stage.
Communication is Key: It should be clearly communicated that change is being implemented in order to drive organizational success and not just to drive everyone crazy with some new ideas you are trying out. Every effort must be made to eliminate the fear of this being viewed as just another job cutting exercise if this has been true of the management style in your organization in the past. Be honest if it is and be empathic and direct with those it impacts through your performance management process. There is no need to instill this unnecessary threat or fear in everyone’s mind when it impacts a select few.
Involve your teams in the evaluation process along your journey. Following up and making sure your change objectives are being met and addressing the “why nots” is important. Continually acknowledge improvements that make a difference and find the root cause of why desired changes or even desired behaviours are still not present. This is where you should find yourself asking if the proper tools, training, resources have been provided.
Sometimes it’s a certain group of people or a person that management must decide how to deal with from a group(culture) or an individual perspective. Your organizational culture did not just show up one day. It took time to build and will take time to convince or get buy in on the changes needed in order to meet the objectives and what their role is. In dealing with individuals, perhaps there is a better fit for them in the organization or perhaps not at all. This can only be decided once you have taken the due diligence route of further training, coaching and ensuring the right metrics are in place when measuring performance. This then becomes about managing performance and this is a whole other topic for another SIG event. Therefore I will stop here, yet can share that we did discuss how to deal with the non performers, water cooler conversations and “naysayers” too.
As always, there are other good conversations and peer support at SIGS and I hope to continue seeing more opportunities open up with members coming together in continuing these valuable conversations. Thanks again to our hosts at Metallumen in providing the meeting space to come together.
Let me know if you have a hot topic you would like to bring everyone together to talk about anytime.
ABOUT OUR HOST:
METALUMEN is a lighting fixture manufacturer which supplies a wide array of indirect, direct and indirect/direct lighting systems. Our uniquely engineered products, primarily manufactured from extruded and perforated aluminum, offer distinguished product designs, outstanding photometric performance and ease of installation which complement today's architecture, interior design styles and construction schedules.
METALUMEN has trained sales representatives throughout the United States, Canada and Internationally who are capable of helping specifiers meet their design challenges. Whether you are working on a school, office facility, media lab, library, corridor or research lab, METALUMEN'S product variety will help you meet the desired design parameters..(www.metalumen.com)
Until the next time,