Mobilising the people in your organisation means engaging with them to ensure their intellectual and emotional commitment to implementing the strategy
Understanding The Barriers
During periods of change, outstanding leadership is critical – many people crave trustworthy, courageous, transparent, unwavering, authentic guidance. As a leader, understanding that people respond in differing ways when faced with change is imperative.
As people process the changes, each stage has natural psychological barriers with basic needs to address:
Stage 1 : DENIAL – Information
Individuals go through withdrawal and focus on the past. There is activity but not much work gets done. Address this stage with information.
Let people know change will happen and why the change is need. Wherever possible deliver in person not via email.
Stage 2 : RESISTANCE – Actively listen
In this stage you will see anger, blame, anxiety and depression. Use active listening to effectively deal with resistance. Encourage people to express their feelings without judgement. Be open and authentic about your own feelings about the changes.
There will be confusion, over-preparation, chaos, energy and potentially a lack of focus. To help people focus, set short term goals to channel their energy and achieve quick wins.
In this final phase of change, the staff will start working together. You will see better cooperation and improved focus. Once you’ve reached this stage, you can start setting long term goals and looking ahead to the benefits that will occur as a result of the changes.
Achieving Successful Implementation
In order to mobilise the people in your organisation to embrace change, you must ensure that the vast majority of those responsible for implementing the strategy possess the following attributes:
Do you believe that any change as a result of implementing the strategy is in your own, your colleagues, and the business’s best interest?
Do you have clarity on your role and understand how success will be evaluated?
Do you feel you have the capabilities required to do the role you’re being asked to fill? If not, will you be supported to develop those capabilities?
Are you willing to take action in line with the guidelines and timing outlined by the agreed plan?
Will you demonstrate positive attitude and behaviour to support each other?
Fostering a collaborative environment for two-way communication between functions and different groups while also recognising the emotional turmoil that change creates will provide a more supportive environment. With greater transparency comes greater trust and reduced internal resistance to change.