With a new management comes a new vision, bringing along a sense of unrest amongst the rest. Will the company sport a new look and employer branding? Will there be alterations in its internal communications strategy and policies? Will there be new SOPs that govern everyday operations? And with the turmoil that the pandemic has already created, an organizational change that is not communicated right, stands a higher chance to boomerang.
Managing change demands planning in order to tackle conflict of interests and avoid escalations. It also needs to simultaneously align with the business goals as well as resonate with the company’s culture. Maintaining stability amidst the workforce and the brand’s reputation in the industry is equally critical – Online, as well as offline.
Here is a simple five step process to ensure a continuous transition:
Understanding – Current state
Envisioning – Desired future state
Implementing – In an orderly manner
Analyzing – Impact of the action
Reiterating – Reason for the change
Modern organizations are said to adopt an open-source change management strategy. An approach that has not only helped organizations manage their complicated reporting structures better, but also, increased their profitability of change success up to 22%. This very approach has also reduced the implementation time by one-third.
Apart from this, there are a few aspects that the leadership needs to address prior to, or while conveying the organizational change. For starters, will the employees be subjected to a revamped employer branding strategy?
Resilience Not Resistance
Imagine, if you woke up one morning and realized that the colour of the walls in your room has changed overnight? Well, leadership is the colour that impacts the workforce on a large scale, and in more ways than one. Change is always accompanied by resistance. Being prepared for the possible challenges will help the organization tackle them more efficiently. Understanding that they are ‘valued’ for their contributions, employees will instantly experience emotional resilience being built within teams, that binds them together with the passion to work for the organization’s success.
Leverage Data For Decision Making
Data should indeed be an integral aspect of decision making. Especially, when the workforce is remote and there are chances of miscommunications due to the absence of a physical work environment. Be it reallocations or evaluations, use the previously available data sought through internal surveys or trainings to base your future plans for the organization. Channelize your internal communications towards facilitating conversations and addressing queries. One of the most impactful ways to maintain a sense of stability is when leaders take the ownership to address the ‘new’ problems, even before they are raised.
A Social Framework For Communications
During the lockdown, social media emerged as a new tool for communication to external stakeholders, as well as internal workforce. Apart from the process of online reputation management, organizations should also ensure that public conversations convey the right message and are championed by the people affiliated. Creating a group as a close-knit community, versus creating an omnichannel presence to facilitate brand mentions across platforms, that is where the key towards a personalized framework lies.
As an organization, your biggest need would be to sensitize your leaders. The times are turbulent and displaying empathy is the best way to deal with change. Because when an organization transitions from its current being, the change that occurs at the backend impacts everyday working. And more often, leaders hold the baton to communicate this change as well as to ensure that they surpass expectations. Especially, during a crisis, is when the leaders need to maintain the equilibrium. After all, managing organizational change is an integral aspect of leadership and must be addressed right, for a smooth transition.