The Harassed Manager’s Guide to Change

This is an extract from a small book I wrote for participants when running change workshops for managers. I hope you find it useful. It’s a short, light hearted and practical look at managing staff through change, with practical, down to earth exercises that work – and no jargon!

The book is dedicated to all of those front line managers and small business owners faced with an organisational or business change to implement. Whether it’s of your making or not you will have to take the flak, even when you’re feeling as fed up as everyone else. Read this when you are expected to know all the answers, when you must look in control, even when you’re screaming inside; this is your book!

CHAPTER ONE

‘Cometh the hour cometh the man’…or woman… or anyone, please?

OK, so the powers that be have just told you about their latest initiative and how wonderful the world will be once their new plan/reorganisation/merger/ acquisition is put into place. You front line managers, they tell you, have nothing to worry about because a team of consultants are coming in to manage the change and you will get all the information you need as and when. Just go back and let your team know that change is afoot, oh and by the way, don’t let productivity fall off and keep everyone happy, absence levels down and all the staff on board with the new plan!

Or maybe you are the owner of a small business and have just announced some significant changes to your business like relocation, or a new customer care system. At this stage you may know where you want to get to but not be entirely sure of the route. And your employees are looking at you for answers…

Of course, this being the real world your team or employees probably already knows that something is afoot and will have been discussing it amongst themselves for ages. Already the rumour mill will have been grinding on.

It is really important that you set the right tone right from the beginning even if you may think there is nothing you can usefully say at the moment. But can you just say you don’t know yet?

No Creative Speechifying

Well, yes you can actually. If you start with the ‘creative speechifying’ now you will only tie yourself up in knots later on when it becomes obvious that you don’t know. It is really important at this early stage to establish your credibility so I suggest the following:

Actions
1) Get everyone together as soon as you can. Whenever it is at all possible do difficult communication face to face, or rather your face to their faces. E mail is cowardly and open to misinterpretation, doctoring, and can be sent across the world in the blink of an eye. Don’t do it.

2) It is important now to establish the tone for all future discussions so be as honest as you are can. Tell them that you will meet with them regularly to update them and take questions (because you will, won’t you) and as far as you are able you will tell them everything you can. Tell them that you will invite questions both now and after they have had time to absorb the information.

3) If they are very quiet at this stage don’t be misled. They are probably in shock and have not yet fully absorbed what they have been told. When you leave the room you will probably hear a lot of discussion immediately strike up behind you but don’t take it personally. Never take it personally. You are the immediate face of management and their representative on earth so you will get some flak, but don’t take it personally. This will require some practice….

4) While you still have some energy set up your own support network. You will need it, preferably with some managers or business owners in the same position. Make spaces in your diary now and commit to getting together regularly to share information, coping strategies and handkerchiefs. Go to that next business/management networking event and find someone with experience of this. Or use formal support like a coach.

5) Look up the details of any staff counselling/welfare service or anything offered locally. Even if you don’t need it someone will soon. You might even give them a call to check that someone has remembered to warn them of the likely increase in calls to their service. Maybe even arrange a date to get them in to tell your team what they can offer? If you run a small business try your local support group or Business Link to see if they can offer anything.

6). Go home. You’ve had a tiring day.

Change – How to Survive Tip 3

Whatever age you are, you will have already experienced a lot of change. Even if it’s just leaving school to your first job, or going to college, or moving house, or getting a new sibling, you have experienced change. And the older you are the more changes.

Managing Change Tip

List ten changes that have happened in your life, over which you had little control. For example, you probably had to leave school at a certain age. Or your firm downsized. Or your industry became flooded with new technology (print, photography). Maybe your personal life went into freefall. But don’t only focus on negative change experiences, look for the positives too.

Now, consider your list. You have survived all those changes and are probably much better at dealing with change than you may think. What skills and qualities do you have that have helped you in the past, and will help you in the future?

It can be really helpful to do this exercise with a friend and share stories and ideas. And please do share any of your own tips!

If you want to be sure of getting all the tips in the series, why not sign up for the updates to be delivered straight to your in box. You can simply fill in your email in the box at top right of this page. And if you’d like to subscribe to my free newsletter there is more information here.

Change – How to Survive Tip 2

The first casualty of change is truth.

If you are in an organisation undergoing major change you will know that communication is vital. All organisations know this and every single book on managing change tells managers to communicate, communicate and communicate!

And in my experience, all organisations start off with good intentions but become lapsed communicators somewhere along the way.

The reasons are many. Maybe the person in charge of communications suddenly finds their own job at risk and goes to ground. Maybe the project is floundering and no one wants to say so openly. But more often it’s because for long periods of time there is no real change. And organisations make the huge mistake of saying nothing.

And we know what happens to a vacuum? Someone helpfully fills it.

Managing Change Tip

Always try to distinguish between you know what as fact, actual fact from a reliable source, and what is conjecture, rumour, speculation and gossip. If you hear something about the process try and check it out. Try not to get drawn into discussions of how awful everything will be because actually, that makes you feel awful! It’s fine to let off steam now and again but endless discussion of how bad it all is will really bring you down and limit your ability to cope.

Details of my change seminars can be found here.