How Leaders Can Effectively Champion Change
If change is the only constant, then managing and leading change just might be the most essential attribute for leaders and executives to master. In today’s world—which in some areas is starting to glimpse the potential for the hope of a post-pandemic reality—as well as throughout the thick of the pandemic, we have seen dramatic shifts and changes within days versus months or years.
The speed of these metamorphoses, many of which were unwanted, has deeply impacted people at both a personal and professional level. As global changes have accelerated, people in turn have become overwhelmed. Just as a sponge can only hold so much water, so too do human beings have a limited capacity on how many stressors they can stably manage.
For these reasons, I have recently prioritized speaking and presenting to executives and their leadership teams on ways they can effectively champion change. I’ve noticed two related themes in all of these conversations. First, change is inevitable, whether that be a modification in workforce configuration, organizational structure, where and how people work, IT transformation, or major shifts in a company’s business model. Second, many leaders underestimate the “people” factor that comes along with any change and transition effort. Studies reveal that a big reason why many change efforts fail is that leaders focus more on the transactional side of change rather than the human factor.
To simplify the actions needed to effectively lead change, SHAMBAUGH incorporates a three-step process, bumping up efforts in the following areas:
Commitment. Commitment means being bound emotionally and intellectually to a course of action. Successful change leaders walk the talk and model the right behaviors to advance and permeate change at all levels of the organization. They are also positive, resilient, and willing to step outside of their comfort zone while adapting to the challenges that any change effort presents. Finally, effective change leaders hold others accountable for doing the same.
Communication. Many leaders will focus on the “what” for change, yet fail to communicate the “why” behind the change. This is problematic, since people cannot move toward something they cannot see. Instead, leaders should help their teams see not only what they’re moving toward, but why they should move in the first place: the WIFM, or “What’s in It for Me?” This requires explaining the purpose of the change and its connection to the organization’s values, as well as how change affects consumers and employees.
Keep in mind that good communication doesn’t mean projecting uninformed optimism. Good change leaders don’t sugarcoat the truth; rather they get comfortable admitting that they don’t know all the answers. What’s most important is the clarity and transparency of your leadership message; this is what will garner trust. During difficult times, focus your employees back on what they can control: their own performance and deliverables. Seek opportunities to involve your employees, and make sure to equip teams and individuals with the resources they need to develop the knowledge and skills to be successful.
Compassion: A significant part of any change and transition effort calls for spending time with your employees. This allows you to check the pulse of your team’s concerns, and identify what your employees view as opportunities and obstacles. Developing compassion in this way requires a fundamental shift, moving our attention as leaders away from our own individual concerns and assumptions, instead turning toward our fellow human beings with genuine interest and appreciation.
This goes beyond having town halls or sending an email—those things are a step in the right direction but don’t go far enough. Think about employing small group meetings and one-on-one conversations with facilitated Q&A for greater intimacy and a more candid exchange. An essential but often taken-for-granted attribute of great change leaders is their capacity to be intentional listeners. Listening is a critical component of social and emotional intelligence that requires taking time to be present, and creating the space for others to speak and share their concerns. It helps people feel heard, understood, valued, and respected.
By following these steps above—the 3 C’s—you dramatically improve your odds of successfully ushering in change at your organization. The bottom line is: don’t wait or assume you know the pulse of your team or employees when it comes to their response to organizational change. Create the space for your team and individual employees to share their concerns, address their questions, and recognize where they are at in relation to the change. Then follow through on what you hear by providing proper resources, training, and/or coaching to support them.
Contact me at info@shambaughleadership.com or link to our website to learn more about SHAMBAUGH’s offerings on Leadership Development, Executive Coaching, and Targeted Solutions for Accelerating the Development and Advancement of Women Leaders.
Rebecca Shambaugh is President of SHAMBAUGH Leadership, and Founder of Women in Leadership and Learning. Rebecca is a contributing writer to Harvard Business Review, the HuffPost, and a TEDx speaker. She is author of the best-selling books It’s Not a Glass Ceiling, It’s a Sticky Floor and Make Room for Her: Why Companies Need an Integrated Leadership Model to Achieve Extraordinary Results.
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