Change is inevitable – in any business, in any industry, or in any job position. Teams often look to their managers to lead them, educate them, and guide them through any upheavals or transitions they face. Therefore, change management is an important part of every leader’s management toolbox.
“Change management” is defined as the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome. When defining change management for others, it is helpful to discuss it in the context of two closely related concepts: the change itself, and project management.
There can often be a disconnect between the ideas for change that come down from upper management, and how that change is actually perceived and executed by the staff directly responsible. In many cases, when managers try to change processes without knowing exactly how those processes run in the day-to-day, the new policy will seem uninformed or as an obstacle by the employees who have the hands-on experience. The key to handling changes in processes is to actively seek out feedback from the employees who will be most directly affected by these changes. They can let you know what seems good or not-so-good about the proposed changes, and give you firsthand insight that you might not have unless you had performed their exact job before. Partner with your people when it comes to big decisions.
This is what we like to call high quality communication – actively listening and validating others’ experiences. The last thing you want is for your employees to feel like their opinion or expertise doesn’t matter when it comes to policies that affect them. “Low-quality” communication with your subordinates would be like calling a meeting and then not taking any notes. Pay attention to feedback from the people that organizational change affects the most, and you will in turn help the entire team pivot with grace.