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Things do not change. We do.
We live in a world of constant change, and even though the vast
majority of these changes are for the better, change is still
something that many people - and therefore many organisations -
can find extremely difficult to deal with. Why is this, and what
can be done to help people embrace change rather than fearing it?
The nature of change Change is all around us. Changes can be
small or large, but the overall impression they create is of a
world that is in a constant state of flux. Change may be
welcome, but for many of us, the reaction to certain changes
will be one of automatic resistance, which in turn often results
in stress.
To accept change is akin to getting used to a new pair of shoes.
The new shoes may be more waterproof, more hardwearing and
better looking than our old ones, but they will almost certainly
not be more comfortable until they are worn in. The amazing
thing is that (assuming they are the right size and they fit
properly) we often cannot envisage how or why we were so
reluctant to put them on in the first place.
By definition, going forward involves some change, in order to
keep on course. An organisation is either continually improving
or it is failing, because no successful organisation can afford
to simply 'stand still'. This is why it's so important that
employees are given all the tools they need to help them embrace
change and new ways of working - i.e. to feel comfortable in
their 'new shoes'.
Why is change so difficult to handle? People are programmed into
a pattern of behaviour with which they feel safe (their 'comfort
zone'). Change can threaten this feeling of safety, and people
can feel disempowered by change - particularly if it is imposed
on them or challenges their accepted thinking. It is therefore
vital for people to understand clearly why imposed changes are
necessary, and how those changes will impact them, their
position, their responsibilities, and possibly their
remuneration and future prospects.
One reason that staff may resist change is if they don't think
they will be comfortable in the new job environment or able to
meet the new standards etc. If a change, particularly a
fundamental change, is imposed within a company, a proportion of
the staff affected will be bound to be dissatisfied. It is
important to listen to their concerns and not to dismiss them
out of hand - some of their worries may be valid and it is
important for management to acknowledge this.
How to make change work If your organisation is contemplating a
major change, you can help to facilitate this by taking account
of the following:
* Think through the change and what is required of the personnel
affected, in detail, so that a clear plan of implementation is
available. Be aware that some retraining may be necessary and
have a plan of action ready to implement this. * Staff will
respond best if they feel involved in the decision-making. Maybe
they cannot be involved in all the major decisions, but their
implementation will involve a number of smaller steps and they
can almost certainly be involved somewhere (and add value by
bringing in their experience). * Everyone copes better with
change if they feel at least in partial control of it. It is the
feeling of being out of control that can be frightening to most
of us. So involve your staff, as far as possible, in their own
areas of the change. Perhaps set up an implementation team
involving a member of staff from within each department and
reporting up to - and down from -management. * Keep everyone
informed as far as is possible of timetables and details. The
imagination and concerns of staff can run riot when they are
kept in the dark, particularly if they are anxious about the
change. Regular meetings are essential and even if time is
short, don't abandon them. Make sure that the planned changes
are clearly understood at all levels. * Don't give in to the
temptation to impose changes without consultation. Unless you
can persuade your staff to buy into the change by means of the
steps above, they may leave or become de-motivated, neither of
which will benefit the company. Similarly, a culture of fear
(where staff are actively discouraged from conveying concerns or
showing vulnerability) is counterproductive. * Everyone works
better where they can see the benefit for themselves. So take
time to think through not just the overall plan of the change,
but how it will affect and benefit individuals, then 'sell'
these benefits to those affected. Don't oversell them though, as
staff will subsequently disbelieve anything you say. It is far
better to be honest and admit that some things still need to be
worked through, as this will help to build up trust with your
employees. * People need to feel they have some input to enable
them to overcome their fears and anxieties. If you encourage
them through this stage, they can become great advocates for the
change and will work with you instead of automatically
resisting. * Accept that everyone's capacity for change is
different and some will respond quicker or more easily than
others. * Try to break the change down into manageable parts so
that the overall change does not seem too overwhelming. Consider
running a pilot operation to smooth out the glitches and allow
input from users. * Once the change has been implemented, don't
allow any return to the old ways or allow this as
an option.
Preparing your organisation for change Because change is so much
a part of everyday life, your employees will benefit greatly
from initiatives that make them more resilient. At its most
simple, this means helping your employees maintain a healthy
mind, healthy body and the positive mental attitude needed to
approach change as a challenge and opportunity for improvement.
We all know that eating healthily, exercising and not being
overweight are important, and we also know exactly how to
achieve this (whether we do it or not!). To have a positive
mental attitude may prove more difficult, and many of us are
totally unaware of how to build our inner strength, with the
consequence that when there is a problem, obstacle or required
change, our internal capacity is not always sufficient and
sometimes our mental manoeuvrability is too slow.
So how do you build inner resistance and strength? How can you
prepare yourself for the challenges and adversities you will
come across in the months and years ahead? One thing is certain,
and that is that if you are not sufficiently resilient, your
inflexibility will mean that eventually you will become an
obstacle and instead of asking for your co-operation, colleagues
will simply ignore you or go around you. We all know that the
only way a skyscraper or any very tall structure can remain
upright is for it to possess an inherent ability to move -
albeit ever so slightly - with the prevailing wind and rain. We
have to do the same, by learning to work with the forces we
meet, moving and giving a little when the conditions demand it.
'It's not what happens to you, it's what you do about it' The
greatest challenge of all, in terms of change, is how to deal
with adversity. I met W Mitchell, the US TV host, author and
professional speaker, who lives and breathes his ethos that
'It's not what happens to you, it's what you do about it'. Here
is a man who has overcome two life-threatening traumatic
accidents that left him severely burned, without hands and
paralysed. He has had to survive numerous operations and
extensive plastic surgery, but talks to audiences from his
wheelchair as if he were a tank commander addressing his troops.
He has a quiet confidence and a measured delivery that possess
an almost magnetic quality ... you cannot help but listen to his
every word.
W Mitchell has overcome so many adversities in his life, and has
come out the other side with strength and determination. 'Before
I was paralysed there were 10,000 things I could do. Now there
are 9,000. I can either dwell on the 1,000 I've lost or focus on
the 9,000 I have left,' he says.
There is no doubt that the traumas W Mitchell has gone through
have changed him as a person. His life script was not one that
he planned and yet he takes on each challenge with an acceptance
and gritty determination. His life experience makes him into the
person he has become, his message is forceful and memorable, and
he is a success story that we could all do well to try to
emulate.
How we could all benefit from such inner strength and such a
positive outlook!
About The Author
Carole Spiers combines three roles of broadcaster, journalist
and corporate manager in the challenging field of stress
management and employee wellbeing.
With 20 years as a top industry guru on stress management and
wellbeing, Carole's energy and dynamism extends to providing
professional comment to media including television (BBC, ITV,
Sky, NBC, CNN), print (Sunday Times, Daily Telegraph, trade and
professional journals) and countless radio interviews.
A successful entrepreneur herself, Carole is the founder and MD
of the Carole Spiers Group - a dynamic, niche consultancy, and
the UK's No. 1 provider of Stress Management and Employee
Wellbeing from the shop floor to the Boardroom
A former Chairperson of the International Stress Management
AssociationUK, Carole was instrumental in establishing National
Stress Awareness Day™. Carole acts as an Expert Witness on
Stress Risk Assessment before the Courts, and is the author of
Tolley's 'Managing Stress in the Workplace'.
Free Special Report
Contact us to receive our FREE Special report 'The Ten Most
Frequently Asked Questions About Stress' please email
sb@carolespiersgroup.com
For more information on CSG'S services, including in-house and
public training, stress policy, stress audit, risk assessment,
attendance management, rehabilitation support, post trauma
support, mediation, impartial investigations, expert witness,
nationwide employee counselling team, coaching and mentoring
services, please contact us:
Carole Spiers Group International Stress Management & Employee
Wellbeing Consultancy Gordon House, 83-85 Gordon Ave, Stanmore,
Middlesex. HA7 3QR. UK Tel: +44(0) 20 8954 1593 Fax: +44(0) 20
8907 9290 Email: info@carolespiersgroup.com
www.carolespiersgroup.com
About the author:
Carole Spiers combines three roles of Broadcaster, Journalist
and Corporate Manager in the challenging field of stress
management and employee wellbeing. Over the past 20 years, she
has built up her corporate stress consultancy Carole Spiers
Group (CSG) Carole is frequently called upon by the national and
international media and provides keynote presentations on
stress-related issues.
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