Insights

The one sure thing that always accompanies Transformation is resistance to the change in ‘how we do things around here.’ As soon you start considering the need for Transformation one must start thinking about where potential resistance could come from, who it could come from and in what form it is observed or experienced? Anticipating it leads to formulating counter strategies to give the change a greater chance of success. It helps in development of targeted Communication plans to pre-empt some of the resistance.

Often resistance to change comes from a place of fear, of uncertainty and of ignorance.

Fear - people feel their job security, power and influence in that team or organisation is threatened and they risk loss; a loss of control and a loss of status.
Uncertainty – people are unsure of what the future looks like for them and where they fit into the new world.
Ignorance – people do not understand what the change is about and/or why it is even required. Sometimes people do not care about the change because it seems far removed from them and assumed that the impact will be minimal.

Walking through the above gives clues on how to address each one. Evidently resistance tends to be self-centred with one core question – What is in it for me? WIIFM? This is not negative per se instead but a reality to be cognisant of at the beginning of driving change.

Leadership

Addressing these sources of resistance is not only a job for the Transformation team but it is the most important job for the Organisation’s Leadership team. In such times people look to their Leadership for three things;

for assurance – that things will be fine going through the change journey and even if things get tough, we will still get through it together,

for guidance – we have committed to this change because it is the right thing to do for the Organisation, this is the pathway the change is likely to take and as an employee this is your place/part in it for it to succeed and

to be exemplary – ‘walk the talk’ and demonstrate daily how employees should respond to the change and behave during the change journey especially when they are challenged and it becomes difficult. This is where communication is key.

Communication

I would argue that the most important thing to do as soon as the Transformation Business Case is approved, is to complete a Stakeholder analysis. It quickly identifies at a detailed level those with an interest in the programme because either their power and/or influence will be curtailed or expanded. Additionally those who are likely to be impacted are classified as winners (positive) or losers (negative).

Understanding the impact and potential shifts in power/influence dynamics shapes the messaging to the different stakeholders as well as the type and frequency of communication for the duration of the project. This is termed the Communication plan which becomes the ‘bible’ for managing all internal and external communication.

Knowing one’s allies, advocates and more so the naysayers also ensures targeted communication that aims to connects with the differing views emanating from each of these groups. With the sole purpose of driving engagement and ultimately buy-in to deliver the Transformation. This is a key weapon for managing resistance to change, described as a pre-emptive strike.

Source of Resistance

Fear

People feel their job security, power and influence in that team or organisation is threatened and they risk loss.

There is a sense of a loss of control and loss of status.

The Leadership must communicate ‘the why’ of the Transformation, paint a vision of a better world, the benefits of the change and share some strategies on coping with challenges on the journey and the available support from the Organisation.
The most important communication is the first one announcing the commencement of the Transformation. It is recommended that it is led by the Organisational Head and is face to face. It helps the Leader connect with the employees emotionally and gauge initial reactions. If done well, it sets the tone for the change and influences subsequent communication.
Communication must be continuous throughout the programme and of various formats e.g. town halls, newsletters, Q & A sessions, posters, intranet.
The Leaders must remain visible and accessible to employees as this fosters increased confidence in the Transformation journey.

Uncertainty

People are unsure of what the future looks like for them and where they fit into the new world.

As previously detailed under Fear start with authentic Leadership communication, followed by continued visibility and accessibility.
In the communication there must be a response to WIIFM? A Change Impact Assessment should be completed and a clear pathway and outcomes defined for every impacted employee. Where this is known from the beginning it must be communicated and where it is still emerging this lack of clarity must also be communicated with a proposed timeline for clarity. This minimises the period of uncertainty for employees.
The communication should also include a call to action for people unaffected by the change to show sensitivity and be a source of support to their impacted colleagues. This minimises an ‘Us’ and ‘Them’
Support should be available for all employees from the Change Management and HR teams daily.

Ignorance

People do not understand what the change is about and/or why it is even required.

Sometimes people do not care about the change because it seems far removed from them and assumed the impact is minimal.

The role of the Leader during a Transformation is to win the people’s hearts and minds to buy into the vision destined to transform the Organisation. Communicating openly and honestly gains trust from the employees even when the messaging is difficult.

Anticipating the challenges and getting to the crux of people’s concerns helps Leadership and the Transformation team take a posture that demonstrates commitment to delivering the change for the Organisation and yet is sensitive to the needs of the employees in managing the change and subsequent impact.