It's just a change of reporting line...

'It's just a change of reporting line' he said. 'Here we go again,' I thought. So I took my time walking through the changes, the impacts and what would need to be done. Luckily by the end I also got the response I had hoped for 'I get it now'. Every now and then, the outcome is different. I get the first comment and no matter what I cover, the impacts won't be acknowledged. There is sometimes a preference to play down the change. And without doubt as the change process takes place, there is a reaction to the emotional push back and its intensity that is experienced. My comment in these instances is - well this change isn't about you, and people don't react how you would react, they react based on how they feel. The only hope I can have in those cases, is that when it happens again the same leader will pay more mind to their people.

When Leaders have a case of the 'Dory's'

Remember Dory from Finding Nemo? She had a very bad memory and this can also be case of many leaders when they make remarks or downplay the impact of changes on their people. It seems they forget what it is like, when they got a new leader, or when they were introduced to new processes with no notice and ones that didn't make sense. All dumped onto them with little clarity but with great expectations.

It's annoying, can be disappointing, frustrating and if it happens time and time again - a reason to leave. So even when a team is 'repointed' to a different leader, just remember one of those instances as it will help you to not underestimate the sentiments and reactions from the team.

Being present to impacts on your people

I talked about this in my podcast and in my article outlining the MVCM Change Leadership Framework. A skilled leader over time, when informed about a change, is doing a mental change impact assessment on their team so they can lead the change well. They analyse the change that is being communicated in the following ways:

• What will my people need to do differently?
• What do I need to tell them?
• What is the 'why' for my team?
• What support will my team need?
• How much time will I need to spend supporting them?

A skilled change leader will also discuss the change with peers whose teams may also be impacted, so that any required unity at leadership level is present. In the event that the change is significant it also helps the leader themselves to have peer support throughout the process. Understanding the impacts are a leaders way to prepare and engage appropriately where and when required.

Tips to help a leader introducing a major change 

1. Make the time.

If you don't proactively block out time to catch up with your team on a regular basis, or factor in required one on one's to support your people you will become overwhelmed very fast. If you don't prioritise supporting your team you will be spending time addressing people issues which could have been avoided.

2. Listen, listen and listen again.

Related to making the time, you need to sit with your people and listen, not to lead but to absorb what they are saying. When there is a major change, there will be many objections and sometimes shock. Know that there is what we call a change cycle, as sometimes it takes people a while to process the change and what is means for them. So you may have to sit with your people more than once - actually I can guarantee that.

4. Don't make assumptions about your people.

Making assumptions makes an 'ass' out of 'u' and 'me'. Many leaders will assume that impacted people don't want to be involved in discussions if their positions are made redundant. Rather than offer or ask they exclude the person from the conversation. That is the wrong move. Always ask, always listen and be ok if a person wants to have an emotive reaction and make a scene in a forum. A leader allows everyone to show up if they want to, however they want to.

4. Support your team AND yourself

Servant leaders, support their team often more than they support themselves during periods of high change. However this isn't the role modelling they would like either. So if you are a leader who puts their team first, make sure you balance it out with some self-care as well.

5. Be objective and challenge your personal bias' through the process

Leadership is a privilege and it sometimes means you won't win a popularity contest. When there is a lot of emotion in the room you are best not to engage but remain objective. No matter what you way sometimes will not be received well, no matter how you articulate yourself. The opportunity any leader has is to learn about themselves while moving their team through change, and when any leader begins to become tired, or run down, personal bias's begin to arise. Often not in a positive way. So the last tip is to always reflect and learn, challenging your own emotional reactions.

So the next time there is a major change, or actually a change of any kind, we hope you ask some of the impact related questions and put some of the tips in place. After all, the better you manage change in your team the more adaptable your team will become over the long term.