The top challenges we are facing in 2022 if you are managing change in organisations

The rollercoaster that we find ourselves on for managing change in organisations continues in 2022. While the twists and turns may now be anticipated, the drops may still leave you and everyone else a little queasy. There are a number of trends that have been discussed recently in the recent Change Management Institute Global Insights Next-Gen Change Management webinar, which was attended by practitioners all over the world, myself included. In addition to this, the recent Neuroleadership Institute conference covered trends and challenges facing organisations this year. Following are some of the themes that all organisations and change leaders should consider with a sense of curiosity.

So what will be the challenges in 2022 for managing change?

Embracing new ways of working and introducing hybrid ways of working in the workplace are key. For some organisations flexible ways of working were just 'the way it is' and that meant achieving a competitive advantage immediately and a somewhat easier transition through COVID times. However now as the new norm starts to settle it is becoming apparent that a strong flexible working proposition will be a big advantage during these times of the 'great resignation'. 

Mental health needs require more consideration and how you introduce change needs more care. I have previously covered the need to consider the whole person when introducing change in the workplace. This lends itself to the mental health conversation and how fast or slow you consider introducing change can have an impact on the mental health of your people.

The social context in which change is being introduced has to be considered at all times. The world has been brought closer, and connection to local communities have been made stronger through the lockdown's imposed. With the recent war in the Ukraine and local disasters, as well as the ongoing pandemic challenges, the pacing of change in your organisation is to be considered carefully and a consideration for how the external world is impacting your people is to be a discussion point now more than ever.

Leaders are needed now, not Managers. And strong change leaders are sought after. There is a definite difference between how Managers are handling these times vs Leaders. Those who are leaders are prioritising how their people are feeling and discussing the strategic issues to find a way forward. 

New ways of working mean strengthening new capabilities

To move to working in new ways and evolving the way of the organisation new capabilities required in organisations which include:

Technology skills. Hybrid working requires different proficiencies. Being able to use online collaboration tools, communication and workshopping tools will put employees in good stead and enable productivity levels not just be maintained but to grow.  Whilst in the office, being able to facilitate effective conversations online as well as face to face, to make sure everyone feels included is a skill that needs to be developed. So consider refreshing your technology skills and training that is available across the organisation.

Managing to outcomes rather than outdated 'surveillance' management.  This was mentioned in the Neuroleadership conference insights and it was the first time I had heard the term 'surveillance' management. Such a great term! Developing the skills in which managers can manage to outcomes will be critical. These include how to set an outcomes agenda, how to check in regularly and constructively with your staff. In times of 'survival' many people leaders defaulted to 'task' but planning in a hybrid environment and then managing to outcomes will maintain and potentially increase engagement with your staff. 

Leading change. Having the people leaders in your organisation develop their skills in being able to lead their teams through change, will increase organisational agility. Being able to adapt faster, have staff and leaders who have a growth mindset are all requirements of future proof organisations.

Developing skills associated with managing mental health. Understanding mental health concerns more broadly and developing the skills to identify when a staff member is struggling from a mental health perspective. Even more so, having functions such as HR, focusing on mental health priorities will once again result in a competitive advantage for any organisations who are responding to the need in an expedient way.

Still not convinced that investment is needed in these areas? I will join the dots for you. All of these skills, if invested in, will result in a high Return on Investment in the following ways:

• An increase in effective productivity through being an outcomes oriented organisation.  
• Increased retention for staff who are selecting organisations that are flexible, adaptable and progressive.
• Financial savings by ensuring staff mental health is a priority, avoiding mental health related productivity issues.

Tracking the performance of organisations and staff related costs (turnover, leave) are the only way to correlate this investment. This data will assist organisations to learn how well (or not) they have responded to the change.

Any organisation that does nothing in response to this change will learn the hard way!