Without a well-structured plan characterising the changes to be implemented, the methodologies for execution, and the specified timelines, your endeavours will lack the necessary guidance needed to steer your ideas towards success.

Additionally, the absence of a comprehensive plan leaves people without a shared understanding of the vital reasoning behind the proposed changes, continuing resistance to the new vision. Any brief success in the short term is likely to disappear rapidly when confronted with random efforts that fail to promote meaningful change.

1. Adopt a ‘Change is a Gradual Process’ Perspective

Approaching change management with the appropriate mindset establishes realistic expectations from the get-go. This perspective prompts the creation of a realistic timeline for the change process so that the organisational change management team can methodically introduce steps to achieve the new initiative. Additionally, providing people with a reasonable timeframe allows for a smoother adaptation to the change.

2. Establish a Change Schedule

The crucial aspect here is to create a balance, ensuring that the process maintains a steady pace without inducing procrastination among stakeholders involved in the change initiative. Simultaneously, it’s important to allocate sufficient time in the plan to enable the persuasion of people towards the new vision, whilst facilitating the phased implementation of the initiative.

We wouldn’t recommend immediately phasing out all old processes right after the initial roll-out of the new change initiative, when there are likely to be teething issues. Instead, advocate for pausing until complete (or an agreed critical mass) adoption before deprecating the outdated processes. This practice holds particular significance for technological changes, ensuring the retirement of old tools and processes only after data and previous users have transitioned to the new software.

3. Articulate and Clarify the ‘Why’ Behind the Change

An often overlooked yet vital best practice in effective change management is the explicit communication of the reason driving the change. When business leaders fail to display the necessity for the change, people may perceive the initiative as an imposition driven solely by the organisation’s self-interest, consequently leading to heightened resistance.

The solution lies in explaining the ‘why’ or the underlying reason(s) driving the change. This proactive approach addresses concerns, diminishing resistance to the initiative and encouraging a sense of value as people comprehend that the transformative decision is not suddenly forced upon them.

Here are two approaches to articulate the ‘why’:

a. Utilise Data to Justify the Change Initiative:

Draw upon either external or internal data to validate the reason. For instance, showcase success stories of other businesses that have implemented a similar change, resulting in a measurable X% improvement in specific areas. Simultaneously, leverage internal data. For example, highlight that there has been a Y% increase in sick leave, deviating from the typical Z% trend. Emphasise that the change initiative is strategically planned to ease burnout and enhance overall work satisfaction.

b. Incorporate Employee Feedback to Justify the reason:

Share insights from team leaders or even employees themselves to explain the necessity for the change. Consider a scenario where concerns about burnout have been voiced by both employees and team leaders. In this context, explain that due to recent layoffs, many individuals have been carrying an excessive workload, exceeding their capacity. Propose the implementation of a capacity forecasting tool (the change initiative) to address this issue. This tool will enable project managers to assess each employee’s workload and assign new tasks thoughtfully based on available capacity.

Such an approach explicitly communicates to employees that the new initiative is designed for their benefit and is a direct response to the concerns they shared with their managers. If this sounds complicated – we can help! Join us today and let us share the journey with you.

4. Identify Limitations in the Current Process

Once again, this practice contributes to clarifying the necessity for change. It also helps business leaders and management teams in acquiring advocates for the change within the organisation.

Also, being aware of the drawbacks of the existing process enables effective resolution of employee concerns that may arise throughout the change process.

A notable advantage lies in moving beyond providing generic reasons for the change plan. By understanding the limitations and illustrating how the new vision can address each of them, it becomes possible to voice the specific ways in which the change will be beneficial. You may have heard about this when we speak about finding ‘dissatisfiers’ – these are things that people want to change. If you can seek these out and show how your change fixes them – you’re onto a winner!

As a step within these essential change management best practices, consider creating cheat sheets that outline the shortcomings of the old process alongside the advantages of the proposed initiative. Utilise these resources to construct a compelling case for the envisioned change.

5. Employ a Narrative Approach to Illustrate the Advantages of the Change

An established principle in business asserts that the clearer you voice your concept, the more convincingly you can gather support for it.

A compelling method to deliver your case regarding the planned change initiative involves employing storytelling to inspire people and get backing for the envisioned transformation.

For instance, when transitioning to or embracing new software, collaborate with the software’s team. Request them to share the outcomes achieved by comparable businesses through the implementation of their software. This narrative approach facilitates a more engaging and persuasive communication of the benefits associated with the proposed change.

6. Determine Resources for Implementing Change

Yet another critical practice among the most essential change management strategies involves the identification of resources necessary for the successful rollout of the new initiative.

These resources encompass:

Personnel: Clearly identify which management teams bear responsibility for specific aspects of the change, outlining how they will execute the change and specifying timelines.

Change Collateral: Outline the resources required, such as explainer videos, step-by-step guides, and case studies. These may be gathered externally, or individuals responsible for creating change implementation content should be identified.

Time: Allocate time for addressing employee concerns, as well as for educating and training teams. It is crucial to budget time for these activities, as the process of engaging with employees and persuading them in favour of the change often requires more time than initially estimated. In many instances, individual conversations may be necessary to understand specific concerns and effectively convince individuals of the benefits of the change.

7. Determine Communication Channels for Change Communication

In addition to outlining the required resources and establishing a timeline for organisational change, identify the internal communication channels that will be employed.

Consider various channels, such as the company-wide email newsletter, targeted emails to specific teams and individuals, business communication tools like Slack, or MS Teams and intranet platforms.

Once these channels are identified, specify the purpose for which each will be utilised. This strategic approach enables the creation of a systematic communication plan that can be consistently implemented by all management teams leading the change.

8. Form a Team of Change Champions

This group will serve as your pilot team or the frontline team for implementing the change.

For example, if you are introducing a new project management tool across the company, the pilot team will be the initial users of the tool.

Rather than selecting a team at random to test the change, choose a team that is particularly interested in the change process. In the context of technological changes, this involves starting with a team whose members are open to experimenting with new tools.

Collaborate closely with this team to understand their experience. Encourage them to document their initial reactions to the tool and evaluate how it enhances their workflow. Keeping track of their experience is crucial so that they can share insights to coach their specific team members and other employees in different teams.

Alternatively, you can identify employees across different teams who are open-minded to change and incentivise them to conduct workshops, providing education to their own teams.

9. Facilitate Seamless Adoption of Change

Employees often resist new initiatives because they disrupt accustomed routines and habits, requiring the acquisition of new skills and stepping out of comfort zones.

To alleviate this resistance to change, particularly when introducing a new company-wide tool, prioritise the selection of user-friendly tools. The greater the tool’s intuitiveness, the smoother its adoption, as it becomes easier for employees to learn and integrate into their workflow.

Equally crucial is opting for software that seamlessly integrates with your existing tech stack. This streamlines the tool’s implementation, reducing the load on employees and minimizing friction associated with switching between different tools.

Additionally, collect easily digestible software resources in various formats. Create inclusive resources like a PDF-based getting started guide and instructional videos which can be found on the Good Change People Instagram & LinkedIn.

Encourage the pilot team to share their insights and use cases, providing valuable inspiration to fellow employees on how they can effectively utilise the new software.

10. Integrate Your People into Decision-Making Processes

Involve employees right from the start. This not only generates a sense of value but also communicates the significance of the change, emphasising that it extends beyond business-centric goals.

In the context of digital transformation, consider engaging employees in decision-making by requesting their suggestions for exploring new tools. During the software selection process, encourage employee participation by seeking their input through voting for their preferred options.

Furthermore, tap into employees’ ideas for crafting the change plan. Seek their insights on the implementation process and the resources needed to familiarize themselves with the new tool.

This approach aligns with an open-source change model, leveraging employees’ ideas to shape the organisational change. According to Gartner, adopting an open-source approach enhances the chances of success by up to 22%, significantly surpassing the 34% success rate associated with a top-down approach led solely by upper management. The open-source method also increases the likelihood of achieving lasting success by up to 58%.

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