Preparing for Change

When an organisation is planning on a change, it pays to prepare carefully.

Changes might be significant, for example restructuring, acquiring a new site, closing a site, moving a site, pivoting the product, realigning the vision. Changes might also be less 'big' but still important. You might be introducing a new senior manager, changing a system or implenting a new process.

For all of these changes, it's worth considering the potential impact from all angles. Below I have outlined some of these angles.

Why

Understanding the why is crucial. You'll find yourself challenged on this throughout the change, probably even by yourself during the hard yards!

I like to try to succinctly explain the why in a sentence or two. It's important to agree the reasoning with key stakeholders at the initial phase of the change.

If it's hard to articulate why, then it's worth considering if the proposed change is worth it? Similarly, if you anticipate a great deal of resistance to the change, be your own worst critic and make sure you are confident this change is needed.

Stakeholders

Think carefully about who is going to be impacted and by how much? Who needs to be informed and how regularly? How might you keep everyone updated?

Also consider each key stakeholder.. what are they maybe preoccupied with at the moment? How ready might they be for the change? Are there practical considerations at play for example annual leave booked or personal issues.

Timeline

Understanding the timeframe you're working within will hugely impact your plan. Are you gearing up for a busy period? Are you preparing for a sale?

I find the time it takes to change something is often underestimated. It can take months for even a simple process change to embed. So, if you're changing anything significant, especially when human livelihoods might be impacted, bear in mind the long term effects this may have on the business.

The law

Some changes need to abide by the country's wider set of rules dictated by the government. Think carefully about where specialist counsel might be needed.

Money

Whether the change is to save money, or create more value, the bottom line has to be factored in. What's the budget? What's the potential cost? What's the ROI? Is there a buffer pot for if something goes wrong?

SWOT (Strengths, weaknesses, opportunities, threats)

Taking the time for a SWOT analysis can be really helpful when scoping out the reasoning or the plan for a change. This exercise should provide the space for understanding what the worst case scenario could be. Another key benefit is establishing where external skills may be needed. You could hold this session with an experienced HR professional whose expertise could save you some pitfalls further down the line.

Communication

Helping people through a change is so important and giving clear, regular communication provides structure and comfort to those affected.

Communication should be like a dance or song: one steady beat on the drum, with the freedom for additional notes where needed. So think about perhaps a weekly/fortnightly/monthly communication channel as the basic beat. Then perhaps consider where 121s are needed, or forums. Think about whose voice people want to hear from and in what medium might the message be best delivered through.

Listening

It's crucial to provide people with the forum to share their thoughts, insights and challenges - it's a basic human need. It also makes business sense to have a good understanding of how people feel towards the change, in case something comes to light you may not have been aware of. When listening be careful to not shy away from providing answers. This is where your clearly defined 'why' could come in really handy.

Expect the unexpected

Strategy should be one foot on the plan and another emerging. Regularly review your plan, with input from key stakeholders where necessary. Be poised for leftfield obstacles and surprising twists! Where people are involved, there's always a good chance of being pulled off course. Try to stay calm and know you will be able to work through whatever comes your way. You wouldn't be put in a position to be making a change if you weren't resourceful.

The follow up

This step is often overlooked but providing employees with the chance to discuss how they feel towards what's happened, and share reflections is powerful in helping give practical and emotional closure to the change.

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