Mobilizing in a changing environment

At a time when change is an integral part of our professional lives, it is impossible for company leaders and managers to close their eyes and hope that their employees will accept change without support.
As part of their responsibilities, they must steer the ship in the right direction by promising the best navigation conditions as possible.
But how can you convince your employees to get on board and help the ship advance, no matter the weather conditions?

Analyze the source of the changes:

To get your team to agree to the change, you have to understand how it arrived. What caused it? Is it to better match the market? To provide a new Values Code, more appropriate for the organization’s growth? To adapt the computer system to new requirements of the organization or its environment? You should explore what is no longer working today and what you will need tomorrow.
Understanding why the change was necessary will allow you to approach it in the best way possible, and better present it to your team.

Plan how the change will be put in place:

Once you understand the reasons for the change you can plan how to implement it. Determine everything that needs to be modified, created or eliminated. This will allow you define the major avenues of change together with specific objectives and deadlines. You can also carry out pre-consultations with your team members to benefit from their opinions and, if needed, readjust your action plan.
This planning will clarify your vision of actions, you will need to undertake and show your employees that you know in what direction you are leading them.

Support your employees:

The planning stage cannot be completed without paying close attention to your employees. You must anticipate their reactions and fears as much as possible. Since you know your team, you are able to foresee who is likely to respond well or poorly. But stay vigilant, some employees may have unexpected reactions. Offer one-to-one meetings to respond to their questions.
The change you are putting in place will not be truly effective unless you have the support of your employees. That is why you should pay extra attention to them and try to disarm their fears.

Bring the change in progressively:

Do not confuse speed with haste when instituting change. If you move too quickly you may bypass essential elements and undermine the credibility of your action plan for your employees. You must advance gradually, sharing positive results with your employees as they unfold. You should also implement regular check‑ins to decide if readjustments are needed.
This progressive advance will allow you to optimize management of your change and mobilize employees who were previously sceptical.

Show a positive attitude:

During a change process in your organization, you should maintain a positive attitude. List all the benefits of the change in progress and provide them to your employees, clearly explaining the benefits of their being part of the change. You also need to have a proactive attitude when facing obstacles that may arise, do not be discouraged.
A positive attitude generates a positive attitude. By directing your behaviour to solutions, not problems, you will ensure better mobilization of your team.

Be a reliable ship’s captain:

Throughout the adaptation period of change, your employees must be able to count on you. While the change must be effected gently, so your team won’t dig in their heels, keep firm in your decisions and accept responsibility. You should also respect your commitments to them, specifically the ones made to get them to agree to the change. That is why you should only make promises that you can keep. In the most difficult change management moments, keep your cool to maintain control and remain credible.
Being and remaining reliable during change management is the best guarantee of having and maintaining the confidence of your team throughout the process.

Enlist your most motivated people:

When beginning a change process, one of your primary strengths is in your team. You will find positive and motivated employees on your team, who will be ready to back you up. You should include them in your management to keep them on your side. Entrust them with tasks that will allow them to participate in the change. Their involvement could have the effect of mobilizing other employees who give more credit to their colleagues’ words than to their manager’s.
Give the employees who power your team the value they deserve. Their motivation will greatly contribute to the success of your change process.

Communication is key:

As soon as your change process starts up, you should promote transparent communications and dialogue so as to mobilize your team over the long term. In a context of transformation, employees need to be kept informed in order to best assimilate the change. You must ensure that everyone understands the change occurring, and its consequences. It’s in your best interest to set up regular information meetings to share the latest developments and respond to their questions.
A well-informed team is more likely to follow the move toward change because members will feel they have the essential elements needed to accept this transformation period.

Offer adaptation training:

Sometimes, a change process entails the installation of new tools or new work methods. In this type of situation, you should provide training to support your team. Your employees will have to work in optimal conditions if you want the change period to go smoothly.
Change is a period when employees have many new things to assimilate. The more you give them the facilities to understand this period, the less resistant they will be to getting involved.
In a context of change, supporting your team is the most constructive approach. While each employee may not always be inclined to mobilize despite the involvement and good will shown by the manager, this doesn’t mean you should give up. Workplaces are in constant evolution and organizations have no other choice but to adapt. As soon as a computer tool, strategy or values no longer correspond, an organization must react and evolve for the future of its organization ‑ all while respecting your employees and their work environment.
Sandrine Planchon
Freelance writer