Print Friendly

Change Management and Good Communication...

Posted By: Trish Cunningham on August 23, 2017

https://www.forbes.com/sites/groupthink/2017/08/15/the-4-dos-of-change-management/#61ae5e509c5e

Brookwoods Group has consistently said the only constant is change and we agree with this Forbes article by Nick Candito. We would also like to add a few items to Nick's 4

Dos based on our change experience with global corporations:

  1. Resistance is futile, but it will happen
    ! When change is coming down the pipe so fast, realize that even though you've sent out the information to all parties, there is a good chance the information has not even been reviewed much less studied. Ensure your messages that were so carefully planned and executed are actually being read and understood with continuous feedback loops. Actually, make that easy-to-use feedback loops. And remember that once transformation has occurred and the resistance has come to your side, the work truly begins. You'll need to have a consistent follow up plan to ensure that any and all changes to the change are being communicated and understood.

    • Case in point, Brookwoods Group has a global client that moved to a new VMS tool. The client ensured training in the beginning stages of the launch however when updates to the programs were instituted, the training aspects were gone and there was nobody left to follow up with additional training thus we were left with a program we didn't know how to navigate. The issue wasn't only that the vendors were having issues, but also the internal employees working with the vendors had issues, too, because the screens we see as vendors vs. the screens seen by employees are completely different and we don't have access to the other views. Programs will always have updates post change, thus you must include follow up training on the change of the change.

 

  1. Some things are worth keeping! Be ready to listen to those that have projects that are working and still will work within the new platforms, branding, etc. If it ain't broke, don't fix it. That is the most frustrating part of getting a new leader on a team. They all want to put their stamp on the group they will lead. In many cases this change is necessary but in other cases, it makes the most sense to ensure that if things are working well, the leadership needs to know about it so they can focus on what is actually broken. At times, change will occur anyway, but listening improves internal respect and allows for employees to feel they are heard.
    • Case in point, Brookwoods Group has a client that has gone through a massive transformation bringing legacy and new systems together. The employees that used the legacy software knew things about how it worked and how and why it would not work well with the newly developed systems as they were not brought into the equation soon enough to provide input prior to an attempted launch (big mistake). The employees and contractors came together to discuss how to bridge the legacy systems with the new so they wouldn't lose productivity, time, and money. After long months of planning and execution, the systems were finally integrated and the success was well-documented throughout the company.

 

All things come back to good communication. Open and responsive listening over reactive answering works best in every situation regardless of whether it involves a change project or pure friendly conversation.

Let us know how we can help your company with change. We will listen and hear what you need before taking action!