In Business, as in Life, Change is Good

Often it seems when everything is set just right something changes. While we’ve heard many times that change is inevitable, inertia is a powerful force and we’d be naturally more inclined to avoid dealing with change. But since change is going to happen, and probably when we least expect or plan for it, we may as well select a philosophy that will enable us to continue leading and managing.

I adopted an attitude that I have become “comfortable with the uncomfortable.” We need to recognize, if we are being realistic, that things don’t always go the way we plan. You have choices in response to managing change. You can deny it and I am sure we can think of examples of associates that exhibit this behavior. You can become emotionally upset or you can find a way to deal with change that will enable continued successful progress for your personal and professional agenda. You may not like the change but you must acknowledge it if you are going to move forward. Be prepared by being equipped with a model for understanding how you and others react to change. Competent leadership will create a compelling vision accompanied by a clear mission statement so associates have a handy reference framework.

Resisting change is normal. People first think it’s unnecessary and fear that change will mean personal loss of money, status, friends and freedom. The resistance can even be stronger if the perception is that they had no control or input in the decisions that affected the changes. People’s confidence may be shaken in their ability to perform effectively given the new policies or management environment. There’s rarely a good time for unexpected change.

Recognize that there are two types of change. The first is “situational.” This is usually more finite or defined and happens fairly quickly. The experience is typically external. Your flight is cancelled. Your supplier notifies you that there’s an inventory shortage affecting your order. Fuel prices rise causing your freight costs to increase. New trade treaties (DR-CAFTA Dominican Republic- Central American Free Trade Agreement- just passed finally by the DR) have just been approved which may affect sourcing decisions and costs. Situational changes can be addressed in a straight-forward manner and while the ramifications may be significant and may affect strategic plans, the solution path is more clearly visible.

The second type of change is “transitional,” or psychological in nature. There is a three step process to enable people to adapt appropriately by internalizing the effects of the new situation. All the steps need to be recognized and accepted to guide people (and ourselves) through the sometimes arduous process of psychological change. You can be comfortable knowing that there is a method to sort out the madness. And while there will be discomfort you can make it through and provide the leadership required for your organization. The stages as described by William Bridges in his book Managing Transitions. First, The Ending, Losing or Letting Go- something is not going to be the same any more. There is emotional reaction which can include happiness or sadness depending on the change. But the end of the old status must be recognized formally as it is internalized informally. People must be supported so they are able to let go of the old realities.

Unfortunately, organizations do not typically recognize the emotional component. If the feelings are not validated the success of the transition will be in serious jeopardy. “Unmanaged transition makes change unmanageable.” Why do we need to consider these points and be sensitive to their reality? If you ignore this wisdom you will be asking for more trouble than you need as your organization will devolve and people will feel abandoned because their feelings are not reconciled. And people don’t like endings, just like they don’t particularly like change. So they need your help to recognize the reality and provide an environment to discuss the changes occurring and develop responses together with others that have been affected. When people are upset they don’t perform in the same reliably effective or efficient manner. To manage changes consider both the event and the emotions involved. If there’s a downsizing people will want to know if they are next. This insecurity is a human trait. Don’t be surprised to witness emotions including anger, anxiety, sadness, depression and disorientation.

If you are concerned or uncomfortable that this approach defines the ‘touchy-feely’ side of management you are correct. But get over it. A wound left to fester, whether it’s overt or psychological, will bring greater harm whether to the body or your organization. Besides reading the Bridges’ book, you may want to engage a consultant if the transitional change is significant to the future existence or vital interest of your company.

The second phase is called The Neutral Zone- This is the middle time period between the ending that is now become obvious but before the new structure is in place. This is a time when people will feel overloaded and they may miss work and find it easy to become polarized. The changes have not settled and things are not clear. While there is confusion and uncertainty here is a great opportunity for developing creativity in this stage. Behaviors are changing during this period so it is natural for people to feel insecure and confused. As a leader you can build confidence and keep your organization on track by setting short term goals and work to foster win-win relationships. You may need to create temporary situations to help associates through this period as new roles are being defined and filled. Keep people feeling connected with regular communication whether through newsletters, email or group meetings. People will be more apt to pull together if they feel that they are part of group where all are feeling a bit uncomfortable.

This brings us to the last phase - The New Beginning. In situational change people may experience the start of something new such as a new boss or a new computer system but a new beginning involves new values, new attitudes and new identities. Communicate your clarity and purpose. If you can answer or define the ‘4 P’s’ then people can be helped to make the successful conversion to this new beginning. Explain the purpose of the desired outcome of the transitional change. Paint a picture so people can visualize the outcome. Outline and discuss the step-by-step plan to achieve the outcome. And assign a part for each person to play in the outcome.

Be sure to reinforce your new plan with consistency of message. Ensure quick success where possible to build credibility and support. Symbolize the new identity because people are motivated by emotions not just by logic. Consider the changes in status, perks or privileges. Do they conform to your new image? Finally, celebrate your success. We humans like ceremonies to mark important milestones and changes. Have a party and recognize and reward your individual and group achievement in making the successful transitional change. You and your organization have completed a challenging and beneficial change. The recognition is deserved if you have made positive progress. Most importantly you will have given credence to the way people feel. Your power to make changes will be enhance significantly when you can affect the way people feel. Rational arguments will move people only so far. When you enable your vision because you have the emotional support of your associates, magic is possible.

Joseph Greco is president of Greco Apparel. Visit them on the web at www.grecoapparel.com