Change and transition are inevitable within an organization. Great leaders understand the dynamics of change and are able to move through it with resilience. They are adept at helping the team move through many types of change, including transitions to new processes, expectations, and mindsets.
The roles of managers and supervisors are vital for successful change at the university. Change management research identified employee resistance as the number one obstacle to change. An employee’s direct manager has the greatest influence on his or her engagement in the change process.
Resistance to change is a natural reaction when employees are asked to change. Change is uncomfortable and requires new ways of thinking and doing. People have trouble developing a vision of what life will look like on the other side of change. Therefore, they tend to cling to the known rather than embrace the unknown.
You cannot over communicate when you are asking people to change. Every leader shares this sentiment. Effective communication is a critical skill all managers must have and it’s one of the most challenging issues for managers. Keep the tips listed below in mind when communicating change to employees.
Many employees will resist change. How they resist and the choices they make can influence the success of the change initiative, the morale of the team, the engagement of the employee and the impact on productivity and/or service. Often these choices are made unconsciously. Communicating openly and honestly and sharing the choices employees have and how their behavior will impact them, the team and the change is a critical step to managing employee resistance. Engage in conversation to help employees reframe their thinking versus resist the change.
To maximize buy-in, minimize resistance, and make the change work, involve others in the process. When employees feel that they are valued participants in planning and implementing the change, they are more likely to be motivated toward successful completion.
