In ‘The Heart of Change’, John Kotter and Dan Cohen report on a study they conducted with Deloitte Consulting. Having interviewed over 400 people from more than 130 companies, they hoped to understand why change happens in large organisations.

Kotter analysed the data and said that in most change situations, managers initially focus on strategy, structure, culture or systems, which leads them to miss more important issues. Kotter states:

“The core of the matter is always about changing the behaviour of people, and behaviour change happens in highly successful situations mostly by talking to people’s feelings.

This is true even in companies that are very focused on analysis and quantitative measurement. In highly effective change situations, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought”.

In other words, when change works, it’s because leaders speak to people’s hearts as well as their minds.

Kotter says that most companies think change happens in this order: ANALYSE-THINK-CHANGE.

But big change situations don’t look like that. In most cases, the parameters aren’t well understood and the future is fuzzy. The analytical arguments for change do not work well. (For example, if someone is reluctant to marry their long-term partner, discussing the tax benefits and rent savings are probably not going to swing it for them!).

In almost all big change situations, the sequence of change is thus:            SEE-FEEL-CHANGE.

You’re presented with information that makes you feel something. Either pain associated with the current position, or future reward promised if change takes place. Whatever it is, it hits you at the emotional level.

So, if you’re faced with changes in your own business, naturally talk through the analysis and think through the repercussions. But if you want your people to accept, get involved with, and drive the change forward, you need to identify the emotional impact on them.

Have some people who will be affected by the change been working with you for a long time? If so, what will the psychological effects be for them? How will you monitor the changes they have to go through? What emotional impact will it have on them? You need to consider this as they go through the change.

Conversely, what about new people? Do they still need some support as they go through the changes? What emotional impact might it have on them? Have you made sure they know why the changes are necessary?

Trying to fight inertia and indifference to change with analytical arguments is like throwing a fire extinguisher to someone who’s drowning. The solution doesn’t match the problem.

Analyse how people feel about the changes they are going through. Deal with the emotional aspect. All the analytical, rational, process-driven arguments in the world won’t help if people feel their emotions aren’t tied to the results.

Do this effectively, and they will buy in to your ideas and help you deliver the necessary changes.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Training Course

Click below for a:
Free email course “Improve your Management Skills”

Here are four techniques can lessen the emotional and cultural challenges of achieving strategic transformations in organisations.

So many market dynamics affect the way businesses operate today.  To survive and thrive, companies not only must identify the right new strategy, but also must employ it quickly so it reaches all levels of the organisation.

Knowledge alone, though, does not motivate action. Employees can always build resistance to change. There are many reasons why they would resist, so let’s take a look at four techniques that can change people’s reaction to what is happening:

Ensure employees know the external pressures that are driving change. Staff can be energised to participate in a change initiative if they understand how their work contributes to the company’s success. You can use small group meetings to reach all employees and to explain changes in what’s happening in the marketplace. Make sure everyone is clear on why the change HAS to happen.

Create motivation for the change in people who have the power to drive it forward. People who “own” and drive the change can serve as role models. Some will have influence because of their positions or titles; among them will be early adopters and resisters of change, and both will affect the way people around them think. Some are already demonstrating the behavior, values, and capabilities crucial to the future operating model, and these are the ones you need to encourage and support.

Understand and appreciate how people feel during change. Help people deal with their emotional reactions to change and decide whether they can thrive in the new environment. Their emotions will either drive or put a brake on the forward momentum. Be aware of what they are going through and how it will affect each person. It’s surprising sometimes how their feelings can influence their logical thinking patterns.

Support the change by establishing the new culture. When change is in progress or has been established, it’s vital to offer support to people by employing the right tools and processes that drive change so that the foundations for the new ways of working can be built on. The changes have to be embedded into the everyday working environment so that people identify there is no going back. The climate needs to be supported so there is a feeling of permanence concerning the new ways.

These four techniques can act as antidotes to resisting change, especially if they are driven by the management team and supported all the way by the teams affected.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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Building a strong team is essential to the success of your business. Start by taking a close look at your organisation in order to understand exactly what type of teams you already have or need to form. There are several definitions for the word “team” and one or more may apply to your situation.

First, the entire office may be considered one team. This is especially true if your entire organisation consists of a small group and each person has a specific task to perform. Everyone must work together to achieve an end result.

Your organisation may be broken down into departments; for example, sales, marketing and advertising, accounting, customer service, etc. Each of these departments has a specific function and operates independently as a team without much input from the other departments.

Lastly, each department may be broken into teams to handle individual tasks or projects. Teams may be formed on a permanent basis, or might be formed on a case by case basis for special projects.

Team building can be incredibly difficult, regardless of the type of team you form. It’s important to keep your team structure in mind as you search for and hire new employees. In the end, you’ll find forming a team to be beneficial for a number of reasons:

- Team members will work together in a synergetic, energetic, and creative manner.

- Your team members will bring new skills to the table while picking up skills from other members of the team. Their shared efforts will increase the overall knowledge base.

- Teams are more flexible and are better able to adjust to organizational change.

- Over time, you’ll find that team members will become committed to their teams and fellow team members. No one member feels overwhelmed, but they all get to take credit for a job well done!

The difficult part of team building comes when, as a manager, you attempt to find a group of people that will get along well as far as personalities and work ethic are concerned. While this takes time, you’ll eventually appreciate the efforts you put into your team building exercise. It is much easier to delegate authority and work creatively with a fabulous team!

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”