Leading Employees Through Change

You’ve probably heard the saying, “Change is the only constant in life,” or, if not, you have heard some variation of it. But do you know who said it? It was the Greek philosopher Heraclitus, who lived more than 500 years BCE and whose thoughts fed into the writings of Aristotle and Plato. Also hundreds of years BCE, but in another part of the world, Siddhartha Gautama similarly taught his followers the concept of impermanence. Gautama, who was the founder of Buddhism and who later became known as the Buddha, taught that everything in life is always changing, and that, therefore, we cannot keep things the same forever.

Managing change is and will continue to be an important part of the healthcare executive’s work.

As you can see, our ideas about the inevitability of change date back thousands of years. You would think, then, that by now we would have learned how to expect, accept, and deal effectively with change. If only that were true! Today, change is just as confounding, frightening, and ferociously resisted as it was in the time of the ancient Greeks and the Buddha. This holds true in all aspects of modern life, including life in the healthcare organization. As Miller(1) aptly puts it, “Change is the only constant at work, but that doesn’t make it an easy experience for employees.” In fact, if anything, change is even more frequent and common in the workplace than it was in the past. As Miller suggests, “Change is on the rise in the working world—from new processes, to mergers, to new leadership.” More than ever, organizations are restructuring, merging, and transitioning leadership and in many, the corporate ladder has changed or collapsed. Career progression is no longer as clearly defined as it once was. Career change has become the new normal. And, as Castrillon(2) suggests, with today’s workforce consisting of so many millennials, “We’re seeing more people demanding flexible schedules and more relaxed office environments,” much more than we were before. As Galbraith(3) succinctly puts it, “There seems to be constant unrest in the workforce.”

Managing change is and will continue to be an important part of the healthcare executive’s work. And yet, as Maurer(4) suggests, “About 70% of changes in organizations fail.” That is an astounding failure rate, Mauer admits, explaining that are many possible reasons, such as lack of focus and direction or insufficient support from leadership. But without question, how well you lead your employees through change will be inextricably linked to how successful you will be with any change initiative, Maurer says.

Why Is Change So Difficult for Employees to Accept?

With all that your healthcare organization potentially stands to gain from change, you may wonder why it is so hard for your employees to accept it. Why can’t they get over their resistance when they think through the advantages that are to be had? Smith(5) suggests the most likely reasons that employees resist change:

• They are worried about job security. Employees may worry that the change will result in their losing their jobs. As Smith says, “Often, the introduction of big changes in a company leads to layoffs or reorganization that results in job loss.” Employees may be especially skittish if they’ve been burned by change before. Certainly, most of us have seen people lose their jobs when one organization is merged with or acquired by another, or when a new leader cleans house. As Bank Info Security(6) suggests, “Without a doubt, uncertainty is the number one issue after announcing a merger or acquisition. And the key question that most employees dread is: Who stays and who moves?” Even lesser changes such as the implementation of new systems or procedures, or the revision of the organizational chart, may make employees wonder if or when heads will begin to roll.

• They are afraid of failing in the new environment. Employees may fear that change will require them to learn new procedures or how to use new software or equipment, and with good reason. That’s often the case. Likewise, they may be afraid of what will happen if they must work with new management or new coworkers. As Smith warns, “For some employees, the news that there will be big changes in the workplace can make it seem like they are starting a new job.” That will take them out of their comfort zone and make them understandably anxious and afraid to fail, Smith says.

• Resisting change may give them a strategic advantage. Some employees may resist change because they think that’s the smart bet. For instance, they may believe that the change is destined to fail and that resisting it will save them a lot of unnecessary headaches and work. Or, they may believe that if they drag their feet long enough, the change initiative may peter out and eventually go away. As well, some employees may resist change because of politics. For example, they may want to show their allegiance to a former leader or fear that the change will bring about political maneuvering. As Smith suggests, “Never underestimate the power of office politics in anything that happens in the workplace. When big changes are afoot, big power shifts can also happen.”

• There is no appropriate system of rewards. Not every employee will share your passion and enthusiasm for your organization or be willing to make sacrifices for it. Some will show up to work every day for the gratification they get from the job, the environment in which they work, their salary and benefits, and their friendships with their coworkers. Such employees may resist change because they don’t see what’s in it for them. As Smith says, “They may not see inherent benefits, such as enhanced productivity, and they may not see that there are any built-in rewards to the new system.”

• They are influenced by peer pressure. When a few of your employees are resistant to the organizational change you initiate, they can easily spread that negativity to others. This is especially likely to happen when the resisters are informal leaders among their peers. Smith warns that resistance from even a few influential employees can cause more and more employees to doubt the changes, too. As Smith says, “No one likes to be the odd man out.”

• There is a climate of mistrust in the organization. Employees will resist change when they don’t trust what management has to say or when they question management’s motives or leadership capability. As Smith explains, “They won’t trust that the leaders have their best interests or the best interests of the company in mind, or they won’t trust that the leaders know how to make the best decisions.”

Although these reasons explain why employees may resist change, keep in mind that organizational change never comes without a few bumps in the road. As Smith suggest, “You will need to create a plan to overcome employee resistance to ensure enthusiastic adoption and ultimate success.”

What Not to Do When Introducing Change

Leaders sometimes are so excited about the changes they will bring to their organizations that they want to share that excitement with their employees. In their enthusiasm, however, they may introduce the change in ways that make their employees even more resistant than they need to be. Maurer(7) suggests the following strategies to avoid when introducing change:

• Don’t give your employees another book to read. Don’t bog your employees down with a lot of homework that is designed to make them receptive to change, Maurer says. That strategy rarely works and may make your employees grit their teeth even more.

• Don’t engage motivational speakers. Lack of motivation is not the reason that most employees will be reluctant to follow your lead on new projects. People resist change for other reasons. As Maurer warns, “Pep talks only mask the underlying confusion, apathy, fear, or anger.” In the life of a change initiative, Maurer says, these issues will crop up well after a motivational speakers’ stories have been forgotten.

• Don’t announce a new change with great fanfare. Banners and imprinted coffee cups are likely to breed fear and cynicism, Maurer says, especially if you have used such strategies before. People will say to themselves, “Here we go again.”

• Don’t infantilize your employees. Most employees will resist being told to follow orders without question, especially when they don’t know why, Maurer says.

• Don’t drop the ball. Too many leaders fall prey to Bright Shiny Object Syndrome. They get a major new initiative started and then move on to other things that are more attractive to them. As Maurer warns, “This sends a message that this new change is no longer a high priority.” Once that happens, employees will usually stop caring about the change and will move to work that is more comfortable or that they believe has a higher value or priority.

Overcoming Feelings of Loss and Doubt

We experience change in much the same way that we experience grief—in stages. Salerno and Brock(8) teach that most employees’ first reaction to change will be a feeling of loss. Whatever your employees stand to gain through the change invariably will lead to the loss of something that matters to them, even if it is only what is familiar or their sense of control. As a result of feeling loss, Salerno and Brock explain, “Either consciously or nonconsciously, our thoughts become cautious; we experience feelings of angst, even fear. Our behavior gets paralyzed.” Even a perceived positive change, if it is of significant scope, can evoke these responses, Salerno and Brock say.

You will be able to support your employees through their feelings of loss and doubt if you allow them to voice their concerns.

After loss, your employees may experience doubt, accompanied by a disquieting and nagging sense of uncertainty. As Salerno and Brock explain, “Doubt is the brain’s way of slowing us down, even stopping us from taking action, until more relevant information is gathered.” Doubt often triggers defensive behaviors as a way of maintaining control, Salerno and Brock say. This can lead to varying degrees of resentment, skepticism, and resistance that are counterproductive at best, and even harmful in some cases. Often, Salerno and Brock warn, there will be doubters in the organization who will argue or fight to prove that their way or the old way is still the best way.

So, what should you do to accommodate your employees’ feelings of loss and doubt? Don’t try to talk them out of their feelings. As Miller suggests, “Don’t sell change; give employees time to process.” When announcing change, you may be tempted to rationalize the change to your employees and go deep into the details, Miller says. However, while you’ve had time to work through your own feelings of loss and doubt before you make your announcement, your employees will be hearing the news cold. Don’t expect them to turn on a dime. As Miller suggests, this is a time for you to exercise your patience and empathy. According to Miller, “Your team won’t be ready for any explanations or information just yet.” Instead, present the news succinctly, focusing on the why, and only with the information employees need immediately. Then give them time to process what you’ve told them before you meet with them again. As Miller suggests, “The goal isn’t to rush your employees through change, but to lead them through it.”

You will be able to support your employees through their feelings of loss and doubt if you allow them to voice their concerns. To help them do that, Miller suggests that you ask them:

• What are your concerns? You may think you know what will concern your employees, but don’t assume. Allow your employees to tell you what it on their mind.

• What information do you need? As Miller suggests, “Find out what your employees want to know rather than telling them what you want them to know.”

• From whom would you like to get this information? Employees may get upset when confronted with change, and their negativity can be exacerbated if they are not getting the information from the person they are most comfortable with. As Miller suggests, “In this situation, set ego aside: The best source might not be you.”

Focus on the Why

Most of us can withstand a fair amount of discomfort if we know why, if we know how long we must endure it, and if we believe that it will all be worth it in the end. Unfortunately, that is not how a many employees experience the discomfort of change. As Galbraith explains, more than half a million U.S. employees are grappling with workplace change and don’t understand why these changes are happening. This can be detrimental for any organization trying to implement change. As Galbraith says, “When employees don’t understand why changes are happening, it can be a barrier to driving ownership and commitment and can even result in resistance or push back.” And, as we’ve already seen, employee resistance to change is a leading factor behind change initiative failure.

As a healthcare executive responsible for leading changes, you cannot assume that your employees will automatically understand the reasoning behind them. According to Galbraith, “You must spend time explaining the changes and why they are important.” Specifically, Galbraith suggests four key strategies to help your employees understand the “why” behind the change. These will help to drive their commitment and, ultimately, contribute to your success.

• Inspire employees with a compelling vision of the future. Employees experiencing change want a clear view of the path ahead, especially during periods of uncertainty. As Galbraith says, “It is helpful to start with a narrative or story that clearly articulates the ‘big picture’—why change is important and how it will positively affect the organization long-term.” This story should serve as the foundation for how you communicate about the change moving forward, Galbraith says. To be successful, your story needs to start with your healthcare organization’s core mission and then offer a compelling and inspiring future vision. As Galbraith suggests, “You want to answer: How are the changes you make today helping you achieve your vision for tomorrow?”

• Keep employees informed. Change communication should never be what Galbraith refers to as a “one-and-done event.” Rather, commit to keeping your employees informed through every step in the change process. Galbraith offers three suggestions for your regular communication with your employees. First, be clear, consistent, and cohesive. As Galbraith says, “All of your communications should tie back to the narrative that you developed, reiterating the case for change and presenting a compelling future vision.” Second, be candid. As Galbraith cautions, “It’s important to focus on what you know, and be candid about what you don’t.” If you do not have an answer to a question, say so. However, let your employees know that you are committed to communicating openly and transparently and that you will follow up as soon as you know more. Third, articulate “what’s in it for me.” As Galbraith explains, “If your employees understand what’s in it for them personally, you’re more likely to see individuals commit to and own the change.”

• Empower managers to lead through change. Major changes often require you to ask employees to adopt new behaviors or to develop new skillsets. As Galbraith suggests, “When senior leaders model the behavior changes, transformations are five times more likely to be successful.” Be sure that the leaders you manage are equipped with the information and resources they need, but also, that they feel confident leading through change. This can be especially challenging, Galbraith says, as leaders encounter more pressure to provide better answers and to support their teams. Yet, as Galbraith explains, “How your leadership reacts to change will trickle down and impact your managers, who then impact your employees and their engagement.” You can empower the leaders you manage by helping them to understand the fundamentals of change. This includes how to be an effective leader during times of change, how individuals react to and navigate change, and how to address roadblocks or areas of resistance, Galbraith says.

• Find creative ways to involve employees in the change. Solicit feedback often and engage your employees in the change process as much as possible. As Galbraith suggests, “This helps build ownership in the change, and makes employees more likely to support the change and even champion it.”

Additional Strategies for Leading Change

The prospect of change can be daunting. But if managed correctly, the process doesn’t have to be painful. Below are 10 additional strategies to help you lead your employees through change.

• Stay purpose driven. Keep your organization’s purpose at the top of your mind throughout the change process, even if you don’t know the “how” at first. As Mayberry(9) explains, “If you direct all of your focus on staying purpose driven and creating a culture high on purpose, the ‘how’ will eventually present itself.”

• Ask your employees for their commitment. There is something very powerful about speaking our commitments aloud. We start to believe in what we are saying, which, in turn, makes us more likely to take needed action. Therefore, as Stark(10) suggests, “Once you announce the change, it’s important for you to ask personally for each employee’s commitment.”

• Take small, clear steps. One of the main reasons people are resistant to change is that they simply are not sure what to do. Helping them to take small, clear, manageable steps to move forward combats that confusion. As Gaffney(11) explains, “When people know exactly what they’re accountable for and what step to take next, they are less resistant to change.” And, since change is a process that takes time, clear and repeated communication about the next steps will help everyone to stay on track, Gaffney says.

• Invest in your employees. As a leader, the people most important to your success are the ones who work with you. As Mayberry says, “These are the men and women that are expected to carry out your vision and head into the trenches to make sure that the transition through whatever change your organization is going through is a success.” The organizations that are passionate about developing and building their people are the same organizations that succeed with change initiatives and come out on top, Mayberry says. Whether it’s incorporating team-building exercises into your trainings, bringing in experts, or using role plays to enhance skills, the opportunities are endless for you to invest in your people. Adds Mayberry, “This will not only help you and your organization lead successfully through change, but you will also be showing your people how much you care about developing them to become better.”

• Foster new leaders. Identify and encourage key players and potential new leaders within your team. As Norwich University(12) suggests, “Leaders should constantly be assisting and encouraging those around them, as well as encouraging staff to step up and take on new roles or responsibilities.” As employees progress on their individual leadership journeys, leaders should remain supportive as they assist and motivate these new leaders to advance their own careers, Norwich University says.

• Be compassionate. Change can be deeply unsettling. People may fear for their jobs, their families, and their futures. As Bywater(13) suggests, “Be understanding and available to listen to their concerns.” Provide your employees with reasonable reassurances, Bywater says, and actively listen to them. Be thoughtful and patient. Suggest more positive ways to look at the challenge when you can. But don’t try to talk your employees out of their feelings, Bywater says.

• Recognize and reinforce your employees. Don’t underestimate how important your approval and gratitude will be during a time of change. As Stark suggests, “Write a brief note of encouragement and enclose it in their [employees’] paychecks; leave an affirming message on their voicemail; and take them aside and tell them what a great job they are doing.” Try to remain upbeat, positive, and enthusiastic no matter what, Stark says.

• Manage conflict. Some amount of chaos is inevitable when you are managing a team through change. And whenever there is chaos, there is also a strong possibility that you will have positive conflicts. As Reddy(14) suggests, “Averting conflicts or showing a passive aggressive behavior [toward them] can result in delayed results or perniciousness.” Therefore, rather than ignoring or suppressing conflicts, Reddy says, address them immediately and head on. Keep in mind that conflicts can help you to identify gaps in your process or flaws with your change management plan. Be prepared for conflicts and keep an open mind to them.

• Persist until you succeed. Your employees working through change may be tempted to give up or slow down, or they may lose their focus along the way. It’s your job as their leader to instill in them a culture of persistence. As Mayberry explains, “It’s really hard to see the end result and even move forward when it feels as if nothing is being accomplished.” The most detailed plan and course of action will get you only so far when leading employees through change. As Mayberry suggests, “Persistence isn’t just a trait of the most successful people; it’s the backbone of the organizations that completely thrive during times of extreme change.” Staying the course, even when progress seems to be slow and minimal, is an absolute must when leading employees through change.

• Celebrate your successes. Change is difficult. When you have achieved important milestones, or when your change has been successfully completed, take time to acknowledge the contributions of your employees. As Stark suggests, “Celebrate the success of the team.”

References

1. Miller J. How to lead employees through times of change at work. Inc. January 24, 2018. www.inc.com/jeff-miller/how-to-lead-employees-through-times-of-change-at-work.html . Accessed November 17, 2020.

2. Castillon C. How to cope with change in the workplace. Forbes. February 26, 2020. www.forbes.com/sites/carolinecastrillon/2020/02/26/how-to-cope-with-change-in-the-workplace/?sh=19eea2a2d207 . Accessed November 17, 2020.

3. Galbraith M. Don’t just tell employees organizational changes are coming—explain why. Harvard Business Review. October 5, 2018. https://hbr.org/2018/10/dont-just-tell-employees-organizational-changes-are-coming-explain-why . Accessed November 23, 2020.

4. Maurer R. Beyond the Wall of Resistance: Why 70% of all Changes Still Fail—And What You Can Do About It, 2nd ed. Austin, TX: Bard Press; 2010.

5. Smith C. Why is organizational change so difficult for employees to accept? Change. May 30, 2018. https://change.walkme.com/why-is-organizational-change-so-difficult-for-employees-to-accept/ . Accessed November 18, 2020.

6. After the merger: who stays, who goes? Bank Info Security. October 17, 2008. www.bankinfosecurity.com/after-merger-who-stays-who-goes-a-1012 . Accessed November 18, 2020.

7. Maurer R. Why so many changes fail—and what you can do about it. Amanet. January 24, 2019. www.amanet.org/articles/why-so-many-changes-fail-and-what-you-can-do-about-it . Accessed November 20, 2020.

8. Salerno A, Brock L. The Change Cycle: How People Can Survive and Thrive in Organizational Change. San Francisco: Berrett-Kohler Publishers; 2008.

9. Mayberry M. When leading through change, adopt these 4 strategies. Entrepreneur. October 30, 2015. www.entrepreneur.com/article/252267 . Accessed November 24, 2020.

10. Stark PB. Leading employees through high levels of change. Peter Baron Stark Companies. October 18, 2020. https://peterstark.com/leading-employees-through-high-levels-of-change/ . Accessed November 24, 2020.

11. Gaffney S. Leading through change. Steve Gaffney Company. https://stevengaffney.com/leading-through-change/ . Accessed November 24, 2020.

12. Norwich University Online. 7 tips for leading through change. Norwich University Online. https://online.norwich.edu/academic-programs/resources/7-tips-leading-through-change . Accessed November 25, 2020.

13. Bywater L. 4 keys to leading through change. Life Science Leader. September 3, 2019. www.lifescienceleader.com/doc/keys-to-leading-through-change-0001 . Accessed November 25, 2020.

14. Reddy C. How to manage your team through change: 18 powerful tips. Wisestep. https://content.wisestep.com/manage-team-change/ . Accessed November 25, 2020.

How to Cope with Change in the Workplace: Self-Management Strategies for Your Staff

Coping with change in the workplace can be challenging, but there are ways that your employees can make it easier for themselves. Castillon(2) suggests four self-management coping strategies that you can share with your staff.

1. Help others. Chances are that you are not the only one who feels uncomfortable with change in the workplace. As Castillon suggest, “If you can take the focus away from your own situation and direct it toward someone else’s, it will help you cope.” For example, invite your coworkers out to lunch so you can discuss the situation. Says Castillon, “The process of helping others will help you to deal with the stress and adapt more quickly to change.”

2. Embrace new opportunities. Keep an open mind. As Castillon says, “Change often translates to possibility for those who are willing to embrace it.” For example, reorganizations or mergers can create new positions, new divisions or departments, or a chance to create a new job title. Focus on the pros of the change, not only on the cons.

3. Don’t escape. There are generally two types of coping strategies, Castillon says: escape coping and active coping. Escape coping is a form of coping that involves changing our behavior to try to avoid thinking about or feeling things that are uncomfortable. We distract ourselves so we don’t have to focus on something that is troubling us. Active coping, on the other hand, is a form of coping that allows us to tackle a problem head-on. Active coping is the healthier choice, Castillon says. As Castillon suggests, “Ultimately the most important thing to do to cope with change in the workplace is to acknowledge it.” Focusing on, recognizing, and accepting change is one of the first steps toward managing it, Castillon says.

4. Overcommunicate. Communication will be critical when things are changing at work. Any communication gaps can instantly be filled by rumors and speculation, which create even more fear and uncertainty around the idea of change. As Castillon says, “If you can effectively communicate your concerns to coworkers and managers within the organization, your anxiety can be better addressed and alleviated.”

Change can be disruptive and uncomfortable. However, Castillon encourages employees to remember that there are also benefits to change, such as promoting the development of new skills and bolstering innovation. As Castillon suggests, “With the right attitude and a specific set of actions, you can find the opportunity in any situation.” Castillon’s advice: Learn to embrace change and you’ll start to appreciate it for what it is—the chance to grow.