Building Resilience in a Changing Environment by Jennifer Bryan

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Understanding the Complexity of Change

Welcome! No matter where you are in the world, our topic for discussion today revolves around navigating change: why it's complicated and how you can best lead it. Have you ever asked a question and received silence in return? As strange as it might seem, a non-answer can reveal much more than a verbal response. When leading change, such responses can be even more significant. I've spent over 20 years in leading change and have assisted nearly 40 different organizations. My experience has taught me that change isn't about rocket science, but about people. That’s the clear but double-edged fact.

Change and Its Relationship with People

Boldly stated, change isn't necessarily simple, but oftentimes we make it more complicated than it needs to be. The unpredictable and individual nature of how people react to change just adds an extra layer of complexity. Businesses typically focus on tasks, project plans, and training plans, leaving out an important consideration: the impact of change on people.

Case in point; I was once brought in to assist an organization with a digital transformation program. After nine months of work, during a strategy session, I asked a simple question: "Why should I care?" The management team responded with effusive talks of efficiencies and effectiveness. But the real takeaway from the interaction was their realization of a crucial aspect – they hadn't communicated the "So what" to their people.

In other words, they hadn’t made it clear as to why people should adapt to the new processes, tools, and systems they were implementing. This missing element acted as a roadblock in their path of transformation.

The Shift in Management Style

There’s a critical shift in expectations in our digital, informational age, particularly post-pandemic. Workplaces are evolving at a rapid pace. The management style that was expected during the industrial age - a directive style - is no longer viable. Today, a vast majority of people are rethinking their work arrangements. They are deciding not just where they want to work, but also how they want to work.

These changes have led to what is now being called the "great resignation." A report from McKenzie projects an alarming forecast – by 2027, 75% of the organizations currently listed on the SNP will cease to exist. This startling statistic underscores the urgency for organizations to adapt and change. Leaders must navigate this uncertain and complex time, supporting people through the transition and confidently leading the change.

Addressing Fears about Change

Many leaders mistakenly think that people dislike change. However, in my observation, people do not dislike change - they dislike being changed without their involvement. The key to effective change management lies in getting people on board in the right way.

To this point, I recall an instance working for another organization, moving from an unsightly old building to a brand-new, modern space. Despite this positive transition, people were disgruntled. Why? Because they weren't included in a significant decision - there would not be assigned desks in the new office, and there wouldn’t be enough desks for everyone.

(This experience echoes a common issue in change management. People aren't always resistant to the change itself; instead, they may be resistant to the manner in which the change is implemented.)

Leading Change Requires a Shared Journey

Leading change isn't a solo act but a shared journey or, more aptly, a story. The question leaders need to ask is: "What story do you want to share, and how do you want to travel?" A successful journey requires everyone to be moving side by side and in the same direction. In order to build resilience and effectively lead change, there are three factors that leaders should consider:

  1. Vision: One must envision the future, not just the present, but a decade ahead. Figure out how your clients, staff and yourself would like to perceive the organization.
  2. A Holistic Approach: Utilize a holistic approach to understand the internal and external political dynamics, economic fluctuations, social norms etc., that could potentially impact the change.
  3. Empathy: Consider the person farthest from the decision-making room. Understand their perspective on the change to ensure that their initial encounter with the change is positive. This can largely affect how smoothly the change process proceeds.

At its core, change is about people, not rocket science. Armed with these three considerations and a people-centric perspective, leaders can effectively navigate uncertainty and complexity, thriving through change rather than merely surviving.

Case in Point: Addressing Technophobia During a Digital Transformation

In another organization undergoing digital transformation, I noticed an intriguing hurdle – employees being afraid to even touch the new equipment brought in, indicating a technophobia. To address this, I employed an 'end person in mind approach'. We arranged for the new equipment to be placed at the helpdesk, allowing employees to gradually familiarize themselves with it. Over time, the initial resistance waned, and the employees were more open to adopting the new technology.

Summary

Successfully leading change requires a clear vision for the long-term future, a holistic approach to understanding the various dynamics that can impact the change, and empathetic consideration of every single person affected by the change. The most important takeaway of the day: Remember that change is about people, not rocket science.

Thank you for your time! Feel free to reach out to me with any further questions. Don't forget to check out my book for more insights! Looking forward to connecting with you soon.


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