One of the biggest issues that stifle organizational transformation is when leadership gets in the way. This often looks like the CEO holding onto control too tightly, and not deferring to their key leadership staff. What’s needed in these cases is that leaders put their egos aside, listen to their people, and start implementing the necessary changes.
That said, once the leader makes the decision and commitment that a change is needed, there is a secondary issue. This problem may be bigger than the individual leader, which is when the people around the leader are resistant to the change. They may not even be aware that their fear of uncertainty can actually sabotage the organization moving forward altogether. This is why I believe this hidden problem makes it an even bigger one.
Once there is a plan for what the change looks like and how to execute it, there needs to be communal acceptance. If you’ve done this process right by hearing the voices and interests of your people, then you’ll get there. If you’ve rushed this conversation or even worse, pretending to care about what people think but only pushing your interests, then you’ve already failed.
It is normal to be resistant to change. As we’ve acknowledged in the past, change for better or worse feels like a loss. It is that pain that some people have a hard time pushing through. Most often it is because they don’t want to face it. The pain hurts. Yes, uncertainty and the unknown can be scary, but in order to reach a better future, you need to push past your comfort zone.
As an individual, contemplate how you feel about the change in general. How do you feel about the change coming? Why do you feel that way? Think about how the future could look better for you. Recognize the potential personal hurdles you need to overcome. Visualizing them and thinking about how you’ll tackle them head-on will serve you to move past them with more ease in the future.
At some point along the way, you’ll get through that low point and to the other side. People often refer to this as the “new normal”. It’s similar to a learning curve in that what was difficult at first is now easy or even second nature. One thing you can do to support the people around you is to remember that they are managing their own obstacles in different ways and at a different pace.
It may take someone a little longer to come along, sometimes even once the change is initiated. In this case, the best you can ask of people is to trust you and the process. They may not be 100% bought in from the beginning, but if you’re both clear on that, then you can manage it together. It’s when the lack of commitment is unknown or unclear that there is a problem because you don’t know you have one. This is when organizational transformation can go sideways along with personal relationships.
Navigating an organization is a process and you’re probably going to make some mistakes along the way; that’s okay. In the words of billionaire philanthropist Tony Stark, “you have to crack some eggs to make an omelette.” What you need to do is approach the change with intention. Focus on the future benefits of the change that you, your colleagues, and the organization will have. Be patient with both yourself and those around you. Choose to believe that everyone is doing their best as you are doing yours.
How have you managed previous changes in the past?
What are your personal fears about the pending change?
Why is making this change actually a good thing?