Changes Ahead? 5 Ways to Help Your Team Thrive Through Them – Resourceful Finance Pro
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Michele McGovern writes. A lot. These days, she covers management and leadership across industries and roles. In the years between getting a BA in journalism from a state school and covering management and leadership, she wrote about big-city crime for a wire service and small-town life for local newspapers. She’s a mediocre mom, decent wife, wannabe athlete and consummate pursuer of fun – on land, snow and water. Find her on LinkedIn @michele-mcgovern-writer
Change is constant, almost always complex and absolutely inevitable in Finance.
What’s even worse, most employees don’t take well to it.
Only about one-third of leaders actually get employees to adopt changes in a healthy way, according to a Gartner study.
Part of the problem is that employees are often overwhelmed with too much change — at work and in the world around them. This can lead employees to Change Saturation – a reaction to change overload when they can’t function properly, starting with a loss of focus and frustration outbursts.
And that’s when they need their leader most.
“People gravitate to the person who seems to have it together,” says Lolly Daskal, author of The Leadership Gap: What Gets Between You and Your Greatness, in her podcast In The Hour. “That’s why it starts with self-leadership. Even if you’re feeling crazy. Even if you’re feeling scared. Even if you’re feeling things are out of control, tap into the one thing you can control.
“People will be more influenced by the power of your example than by the example of your power,” Daskal says.
Leaders like you are often the agents of change – and guide employees through it. Your example and practical tools can carry reluctant employees through changes.
Here are five ways to help employees thrive through change:
Showing empathy should be the first step when employees are presented with change. But it could be the most difficult, Daskal admits.
What makes it so difficult? Because you might not be keen on changes either! Or, you feel it’s important to just charge ahead, and you expect your employees to do that, too.
Resist the urge. Listen to their concerns, recognize their difficulties and explain the ways you and the organization are there to support them throughout the transition so they thrive in change.
We often encourage amped-up communication through difficult times. When it comes to change, you don’t necessarily need to over-communicate, but you need to communicate with full clarity.
Employees who are expected to make changes happen, and who are affected by changes, need to know all the details, plus the expectations for outcomes. When they know what’s behind decisions to change and what’s ahead for everyone, they’re more likely to execute as expected.
But if they don’t understand everything, they’ll fill in holes with gossip and false expectations.
When you communicate, make sure every message contains:
With that level of clarity, employees will feel better about change.
Finance leaders sometimes make the changes, and other times, implement changes from above. Regardless of where change comes from, it’s still in everyone’s best interest to assess how they’re coming along.
You want to check if changes are temporary (until the new norm is reached) or systemic (another change in a constant state of flux).
When changes – and the overload they cause – are temporary, work with employees to determine how you’ll outlast the challenging time.
When changes appear to be systemic, you’ll likely have a bigger project on your hands. Talk with colleagues, your boss and employees about aligning strategy, systems and new ways of working so you need changes less often.
When you’ve assessed your change, be realistic about what can be accomplished in a certain amount of time. Set priorities.
Most importantly, set realistic priorities.
A good example of this comes from Apple Founder, the late Steve Jobs: He told his management team to cut their list of priorities to 10. Then, when he met with them, he crossed off four through 10. “We can only do three,” he said, reminding them to manage the right priorities.
Another approach to managing priorities is the One-for-One Rule: For every new priority, drop another.
To manage change and help employees thrive in change, you want to consciously limit priorities so everyone can stay focused.
When most people hear there’s a need to change, they get overwhelmed and rush to do everything quickly, which can be a change-management mistake.
Instead, experiment with ways to make and manage the changes, say the authors of the Association for Talent Development’s Guide, Leading When There’s Too Much Change. Aim for incremental change to move toward the overall mission.
Most importantly, “Try new things and then dedicate time to assessing what you have learned. There will be things you wish to continue or spread more widely and other things that just don’t work for you,” the authors say.
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