As human beings, we’re good at many things, but managing change isn’t always one of them. In general, we are creatures of habit and take comfort in knowing what to expect. This reality doesn’t always mesh well with a business landscape that continues evolving. And when you consider how COVID-19 has flipped our lives upside down over the past several months, it’s safe to say that we’re all struggling with transformation.
I built my business advising executives on planning and executing strategic (and often disruptive) change. We’re at a point in time where we certainly have our work cut out for us! When organizations undergo major shifts that affect everything from operating norms, to entrenched structures, to deeply developed mindsets of individuals, we call this change at core. This can be the most difficult kind of change for leaders because it permeates all aspects of how work gets done.
Many of us find ourselves suddenly confronted by the need to change at core. How we did things six months ago simply does not work today and might not work for the foreseeable future. It’s a tough pill to swallow.
Luckily, there are proven strategies for effectively managing change at core. Use the following five best practices as you plan forward to transform and thrive in the coming months.
1. Create an agile go-forward plan that can evolve with changing times.
When you don’t know exactly what the world will look like, even in the short term, it isn’t an invitation to forgo planning efforts. Instead, create a solid plan that allows room for flexibility. Change at core is always accompanied by strain on individuals and infrastructure, and the consequent risk of (further) destabilization and loss of business momentum. Having a solid plan helps mitigate that risk—even when the plan shifts over time. Make sure to consider how all stakeholders will be affected in different scenarios, including customers, employees, shareholders, external influencers, strategic partners and local communities.
2. Define short-term metrics for success. Make them highly transparent and accessible.
The first 90 days of implementing change is a defining period of time when leaders either choose to believe in change and get on board or resist it. Make sure you celebrate small successes during this time and show team members that everyone’s efforts to drive positive change are paying off.
3. Create different incentives.
Employees are typically rewarded for achievements that go above and beyond, especially when it comes to profitability. But when you’re going through a change at core scenario, employees should be recognized and rewarded for maintaining business-as-usual standards, from keeping day-to-day operations running smoothly to retaining customers.
4. Seed the development of passionate champions of change.
These are the employees up and down an organization who embrace the “what” and the “why” of potentially destabilizing change. Passionate champions become trusted influencers who provide inspiration and momentum to the rest of the organization. Seek out these leaders early and help them take a more active role in driving change.
5. Create and continuously refine a robust communications process.
Consider how your organization was communicating before COVID-19 and know that you will most likely need to become much more intentional. When teams are working virtually instead of face-to-face, or employees are dealing with extra stress, communication becomes crucial. Make sure there are frequent, multi-directional communications that address change efforts, while continuing to develop the vision of the end state.
As your organization continues to plan for the coming months, use these strategies to help guide your course. We may be in uncharted territory when it comes to the way in which the world is transforming, but the same strategies that have always worked for managing change at core continue to hold true today.