Editorial
Welcome to Courage Coach, where expert columnist Karin Hurt answers readers' tough leadership challenges with practical tools and techniques you can use right away. Have a question for her? Drop her a line!
Dear Courage Coach,
I just learned about another big new technology rollout that’s going to hit my team in a few weeks, and I’m a bit worried about their reaction. It will affect some people more than others, but everyone will need to do their work differently, and some projects are going to go away completely.
We just came back from a strategic planning offsite, where we got real clarity on our priorities and initiatives for the rest of the year. Now all that has to be reworked. I don’t disagree with the new direction, it makes sense. And the team has handled change in the past, but this timing stinks.
I’m just not sure how to rally them through another major change. Is change fatigue a thing? Because if it is, I think we have it.
What should I do? How can I help them deal with yet another big pivot?
Signed,
Change Weary
Dear Change Weary,
First, I’m sorry you must rework all your plans, right after you made them. I know how frustrating that can be!
Yes, change fatigue is real. According to Gartner research, many employees are also finding it significantly harder to absorb change since the pandemic. So if you and your team are tired from all the changes, even good ones, you’re in good company. Even good change requires adjusting. Here are a few tips that can help.
Acknowledge Their Concerns With Genuine Empathy
If your team feels like they’re stuck in a vortex of constant change, the worst thing you can do is to show up with toxic positivity and a shiny sales pitch. Give your team time to talk about what’s on their hearts and minds and acknowledge their emotions.
You could say something like, “I know there’s been a lot of change at work this year. How are you feeling about the latest announcement?”
It’s okay for you to show up authentic, too — just avoid coming across as complaining, blaming or like a powerless victim.
You could say something like, “I know this is a lot of change in one year. I’m feeling the pressure of all the pivots too. Quite frankly, it’s a lot. But I believe in our team, and I know we can figure our way through this change, just like we did the others.”
Related Article: Change Management When Employees are Exhausted by Change
You can also give them space to grieve what they feel they’re losing. You might say something like, “I know we just spent a lot of time in our strategic offsite working on plans we now need to rework. Here’s why that work isn’t completely wasted.” Then insert real benefits — perhaps there are elements of the plan that are still useful, or the team worked together better than they ever have before, which will make it easier to collaborate through this new change.
Provide Context and Rationale
Help your team understand the purpose and benefits of the changes taking place. When people understand why something is happening and how it aligns with the bigger picture, they are more likely to embrace it. Remind them of the success they’ve had with past changes.
Focus on What You Know
Change can be scary because it comes with so many unknowns. If resilience reserves are low, it can be particularly hard to rally toward an unclear future. When your team has faced a constant barrage of change at work, create as much clarity as possible, and focus them on what is known.
Help your team make three lists: What you know for certain, what you don’t know but could potentially find out, and what’s genuinely unknown.
Breaking a big change into smaller, bite-size chunks can help, too. This approach allows your team to focus on one step at a time, reducing the feeling of being bombarded by multiple changes simultaneously.
Listen
Really listen to what your people tell you. Respond with regard to their feedback and ideas, even if you can’t use them.
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Ask: “How can we address this concern and still make the change serve its purpose?”
Find Early Examples of What’s Good About the Change
Your most influential stories will come from those who were least likely to value the change. Common examples of this kind of person may include the sales guy who never bothered with this stuff before, the new rep who’s now running circles around her seasoned co-workers because she uses the new system, or the supervisor who got his entire team (including the union steward) to understand why this change is so much better for customers.
Involve the Team in Key Decisions
No one wants stuff done to them, or even for them. With them goes a lot further. Ask employees, “what’s working well and how do we leverage it? What enhancements do we need? Where should we head next?” All these questions go a long way. Make employees feel included by involving them as much as possible in your change efforts.
Related Article: 4 Ways to Help Workers Cope With Change Management
The best way to truly support your team through constant change at work is to show up empathetic, authentic, interested and supportive.
If Possible, Test the Change First and Get It Right
If possible, test the change you’re being asked to make with a small group and take their feedback seriously so you can get the full rollout right.
It’s tough to regain credibility. “Oh yeah, I admit this idea stank before, but now it’s better,” only leaves people wondering why some bozo made a choice to sing praises for an idea, system or process that was full of problems.
Even if something looks great on paper, your boss is sold and it worked well in the IT war room, you should still try to test the change first.
Navigating the ever-changing landscape of work can feel like trying to catch a sneaky squirrel in a park filled with acorns. It’s natural to feel like you need a nap. It sounds like you’ve done a great job navigating change and involving your team in planning in the past. I’m confident you can do it again.
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