Impact Factory runs
personalised One-to-One Executive Coaching
for anyone who is interested in Communication Issues
Change Management Skills
Six Things You Must Do to Become An Effective Leader in The Midst of Change
All progress is the result of change. But not all change is progress. Some changes don't make any sense. In fact, some leadership behaviours actually create more stress for yourself and your co-workers. So what works?
Based on my 22 years of consulting and speaking to organisations around the world, I've found six things you must do to become an effective leader in the midst of change.
1. Don't beat yourself up.
You did not cause the tough, changing times in your industry, and you could not have predicted all the changes coming down the pike. The nature of change is unpredictable.
For example, who could have predicted the change in fashion? Do you remember when clothing tags were worn on the inside? Now if you go to the malls, you will see many teenagers wearing them on the outside.
Who could have predicted the change in lifestyle behaviours between generations? Do you remember when safe sex meant your parents did not find out? Now some parents "equip" their kids for sex.
Or, who could have predicted the change in the marketplace? The great movie mogul, Harry Warner, couldn't in 1922, when he said, "Who the ---- wants to hear actors talk?"
The founder of IBM, Tom Watson, Senior, couldn't in 1943 when he said, "I think there is a world market for about five computers."
Ken Olsen, the President of Digital Equipment Corporation couldn't in 1973 when he said, "There is no reason for anyone to have a computer in his house."
So don't beat yourself up for not being able to predict or prevent tough changing times. This will deflate you, and you need to be out there motivating your colleagues.
2. Keep your co-workers hope alive
Effective leaders project an optimistic view of the future, even during times of change. Your colleagues need to know that you believe a better day is coming. However, you also need to provide a realistic assessment of the obstacles that your organisation must overcome in order to reach that better day.
3. Keep your employees fully informed
You must keep your employees fully informed. In downsizing environments, the levels of uncertainty run high amongst employees. You must reduce their confusion, even if that means sharing some bad news.
As I tell my clients, newsletter readers, and members in my speaking audience, the certainty of misery is better than the misery of uncertainty.
Your employees have the right to know what's happening, why it's happening, and what the next steps will be. By not sharing information immediately, you're allowing the rumour mill to churn out any number of ridiculous stories that do nothing but increase stress and decrease motivation levels in the workplace.
4. Tell the truth
If you try to relieve your employees' misery by saying things will calm down after the reorganisation, you may be heading for trouble if that’s not the truth. Plus, the next time your organisation announces a change your employees' trust will take a nosedive. Employees need to be taught how to handle changes, not be told it will soon be over.
5. Continue to reassure your employees with your presence
Dr. Bev Smallwood recently completed a best practises study on those companies dedicated to retaining their best employees. She discovered that sixty to seventy percent of employee retention is directly linked to management behaviour.
In particular, managers that spend time with their employees and build relationships tend to keep their employees longer. If you want to retain your best employees during times of change, you must be visible. In uncertain times, seeing and hearing the leader is important.
Too often managers or leaders only meet with other senior executives, or they disappear behind closed doors. Employees need to see and hear their bosses. So become accessible and make yourself available for questions.
6. Cut and simplify the work
If you're organisation has downsized, you probably cut only the workforce, and not the workload.
There's a time when "doing more with less" makes a lot of sense, but there's also a time when it's just plain ridiculous. There comes a point when "doing more with less" is not only impossible, it's absolutely demoralising to keep saying it.
So what can you do?
You can't pretend things are the same. You can, however, reorder priorities on a task-by-task basis. You can cut extraneous tasks, forms, and procedures. You can encourage your associates to take shortcuts in non-critical, routine areas to make time for more important items.
You can also allow your associates to collaborate and figure out how the extra work will be handled. In fact, the sense of teamwork that comes out of collaboration can be a great motivator.
That's what Ameritech did.
Executives from corporate headquarter travelled from office to office, from department to department, in one city after another. They queried fieldworkers on the types of reports that are necessary to complete their day-to-day activities. By listening to their fieldworkers, they were able to cut out 6,000,000 pages of reports that no one needed and no one read.
No one likes to go through change, and no one likes all the sacrifices required by change.
However, you can relieve the misery of uncertainty if you follow the six things you must do to become an effective leader in the midst of change outlined today.
This article was contributed by Dr. Alan Zimmerman
About the Author: For over 20 years, best-selling author and Hall of Fame professional speaker, Dr. Alan Zimmerman has helped more than a million people just like you transform their power to lead and communicate.
Change Management Training
Freephone: 0808 1234 909
Training Course Accreditation
To ensure that the courses you attend are of the highest quality, offering the best professional tuition possible,
all our Open Courses are evaluated and accredited.
This accredited course is suitable for corporate and public sector Continuing Professional Development Plans and Portfolios.