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Having to navigate organizationwide change while simultaneously steering their teams and businesses toward success is an inevitable part of the job for today’s leaders. When new company policies are driving big shifts in the workplace, effectively managing the change helps leaders ensure not only better compliance, but also more wholehearted support from team members.
Below, 16 Forbes Coaches Council members discuss change management practices that organizations can use to make policy-driven transitions smoother and retain a dedicated workforce. Implementing these strategies can pave the way for more successful adoption by employees and an enthusiastic embrace of the new direction a company is headed.
1. Prioritize Clear, Open And Honest Communication
This is about communication management. Change is a constant. The way people embrace and navigate it is paramount. If the communication surrounding change does not resonate with them, then achieving alignment will be challenging. Prioritize clear, open and honest communication to build trust and ensure everyone understands the reasons behind changes, the expected benefits and their roles in the transition. - Denise Russo, School of Thoughts Publishing
2. Be Transparent To Avoid Distrust And Animosity
Change and transition are best met with full transparency, constant communication and a clear plan. When all team members share the same information, they can also share in strong execution. Typically, things go awry when people are on different pages, or when information has only been given to some members of the team but not all. Distrust and animosity will derail even the best of plans. - Dr. Melissa Weathersby, 5-Star Empowerment
3. Ensure That New Policies Impact Everyone Similarly
Honesty about the challenges or opportunities the organization is experiencing is key to gaining respect and understanding. When possible, start with external drivers that the company can’t control, but which are necessary to respond to. Make sure that new policies or changes impact everyone in a similar way regardless of their level in the company. It’s important to include employees in developing solutions. - Mark Samuel, IMPAQ Corporation
4. Start With Why Change Is Necessary
Always start with why—the reason for the change is more important than the “what” and the “how.” Whether it’s a burning platform or a seize-the-moment opportunity, you will better engage your people and stakeholders with a compelling story that makes the case for change. Once the “why” is clearly articulated, relentlessly repeat it to ensure that when it gets difficult (and it will) you can remind people of the “why.” - Ricky Muddimer, Thinking Focus
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5. Use A Variety Of Communication Methods
Communicate, communicate, communicate. Leaders often fail to realize that the message they intended to transmit isn’t always the message that was received. Different people also react differently to different modes of communication, so it’s best to use a variety of methods. It can also be helpful to provide managers with talking points to ensure alignment and reinforce messaging. - Kathy Bernhard, KFB Leadership Solutions
6. Convey How It Will Benefit The Team
Communicate the “why.” When employees do not understand the reason behind a change initiative, there is often resistance. Taking time to communicate the change, why it is needed and how it will benefit the team will help make the transition easier. It also keeps the team engaged, which is an important element in creating a positive work environment. - Fred Gatty, Gatts Consulting
7. Understand The Current Culture
To ensure a smooth transition amid policy shifts, align the organizational culture, prioritize transparency and link change to shared benefits. Understanding the current culture can help enhance buy-in and foster a connection between past practices and future goals. - Foluso Gbadamosi, FolusoGbadamosi.com
8. Involve Employees In The Change Process
When people are actively engaged in planning and implementing changes, they develop a sense of ownership and control over the transition. This involvement addresses the psychological need for autonomy and reduces resistance because individuals feel that their perspectives are valued. - Anna Barnhill, AdvantEdge Leadership
9. Use The Polarity Theory
Use the polarity theory (old and new) to overcome the limitations of dichotomy (old versus new), and close the dissonance gap by adopting the employee’s language as the language of change. Understand and use their words, terms, concerns and perspectives to communicate the continuity of old values and the opportunities of the new direction. - Svetlana Dimovski, PhD, ICF-PCC, NBC-HWC, Dharma Growth, LLC
10. Acknowledge Pain Points
Acknowledge that the changes are painful, and start by explaining why the changes are needed. However, resistance from your team needs to be also understood. This way, your team gets on board with the changes and is involved in implementing the changes, instead of feeling forced to make the change. Open communication is the key. - Minna Hu, AI Business Coach Inc.
11. Gather Feedback And Assess Progress Continuously
One best change management practice to ensure people embrace a new direction driven by shifting workplace policies is continuous assessment of the workforce’s pulse. Regularly gather feedback, gauge sentiment and address concerns promptly. This ongoing assessment allows for real-time adjustments, ensures alignment with employee needs and promotes a collaborative approach to change. - Stephan Lendi, Newbury Media & Communications GmbH
12. Create A Safe Zone For The Transition
Create a safe zone for people to adapt and educate themselves on the changes. Some organizations institute and demand that learning be done or else people will be penalized for not being “up to speed” on the new information that “they should have known.” So, do not do that or make that the prevailing feeling when you know changes need to be made. Instead, encourage and help your people learn judgment-free. - John M. O’Connor, Career Pro Inc.
13. Provide A Plan With Clear Expectations
To get buy-in for a new direction, a leader should communicate, provide a picture of how things will be changing and share the path for getting there. Doing so will lessen on-the-job stress from having to figure out what’s changing and what’s being asked of people. This will create a culture of clear expectations and collaboration and can also generate excitement about the new direction. - Kathleen Shanley, Statice
14. Own The Reasons For The Change
Nothing frustrates people more than a lack of information or answers that are shallow or incomplete. It damages their trust and often causes a level of rebellion. Be thorough in explaining the reasons for change. Was it an error in planning? A failed initiative? Changed goals? Being transparent will help people trust you, and they may even rally around the change. - Candice Gottlieb-Clark, Dynamic Team Solutions
15. Leverage Your Informal Networks
Identify the peer-level thought leaders and influencers in your organization and get them on board. Keep them close, keep them informed and listen to their input. Although these people may not have a title or formal authority, they often wield tremendous influence and can help make or break your change initiative. - Kathleen Woodhouse, Nova Leadership
16. Share What Convinced You Change Was Needed
By the time you implement a new workplace policy, you and others have been grappling with it for months or longer. The solution that is obvious now was not when you began. The same is true for your employees. What ultimately convinced you this was the way to go? This is what you communicate. If you were to write a paragraph or two that would have convinced you back then, what would it have said? - Maureen Cunningham, Up Until Now Inc.
