Change management

Change is a constant presence in the world of work. Organisations have to flex and adapt to be dynamic and competitive in the marketplace. A fact brought into sharp focus during the pandemic, when the word ‘pivot’ became synonymous with this huge period of change.

Helping employees adapt to changing circumstances and encouraging them to embrace new ideas and approaches is an essential skill in a manager’s toolkit. In reality, change management is an area lots of managers and leaders may struggle with, and consequently employees can feel left behind.

Supporting employees through periods of organisational change is not an easy task, particularly if you and your role or team are directly affected. Change is uncomfortable for the people that are communicating it as well as those going through it. Even if you disagree with the change, you still have to find the strength and words to communicate to your team something that’s out of your control.

As a manager, you should never lose sight of yourself and your own emotions. It’s completely natural to feel nervous or uncertain when faced with communicating change. Managers are allowed to have feelings too.

Why change is hard for some and easier for others

Change affects us all in different ways. When change occurs, some people might feel more disorientated or uncomfortable than others and need more time to adjust. Part of your role as a manager is to look out for those who might be struggling and be there to listen; to help them adjust and bring people on the journey with you and your organisation.

Everyone adapts to change at their own pace. It’s unrealistic to just expect people to change quickly and follow the crowd. In any one team each person might respond differently and the impact of this can be very unsettling for everyone. Never underestimate how differently people can respond.

Change brings uncertainty, a sense of loss of control, even grief. It’s our role as people managers to support employees through this process so they can embrace change and move forward in their role. Take a look at this diagram to help you do this.

What is the Kübler-Ross change curve?

In 1969, the psychiatrist Elisabeth Kübler-Ross developed the change curve to explain the emotional process people go through after losing a loved one. She identified five stages of grief and loss, which can be applied to all kinds of life events where loss is involved, such as divorce or a life-changing medical diagnosis.

Change is all about losing someone or something, so when we go through any form of dramatic change, we’re essentially experiencing grief. During organisational change, employees may experience loss in the form of a job, colleague relationships, connections, stability and control.

The change curve describes the five natural behavioural stages we go through as we process and respond to change. It’s important to understand that these can happen in any order. Understanding and recognising each one in yourself and others can help us to process the loss and grief we are feeling.

**Denial
**Feeling shocked and struggling to understand or accept the reasons behind a decision. Some people refuse to accept reality and believe the change won’t happen at all.

Anger
Once the shock has been processed, people often blame others for what has happened. Look out for resentment, accusations and criticism of decision makers.

Bargaining
Realising that change will happen and considering how to adjust to the new reality. Sometimes people use delay tactics to slow down or postpone the changes.

Depression
A feeling of negativity and sadness at what has been lost, e.g. colleagues, a team environment, a piece of work they loved. People can feel out of control, lose interest in their work and lack trust in the leadership of their organisation.

Acceptance
People have processed the other four stages and are ready to move on. They begin to embrace their new situation and learn from what’s gone before.

How to use Kübler-Ross during strategic change

The Kübler-Ross change curve helps us understand why people behave in certain ways in reaction to change. Applying the change curve can help leaders to understand and respond to the employee mindset at various stages of the change process. Acknowledging the key behavioural characteristics of each point in the change curve guides communicators in their messaging and enables leaders to identify when the change has been accepted and embedded in the organisation.

Communicating change with clarity and empathy

Successful change communication is all about clarity, empathy and timing. Sadly, many organisations leave it too late to issue change communications, by which time rumours are rife and morale has begun to decline. The danger in leaving it too late is employees don’t have enough time to process and adapt to what’s happening to them.

Implementing a robust communications plan will help you get the timing and messaging right. When developing those key messages, consider that everyone adapts to change differently. Communicate the change with empathy, sensitivity and patience to aid understanding and acceptance.

Change communication tips for managers

Educate - change happens for a reason, so explain the logical reasons why the change is being made while showing empathy towards everyone affected.

Stay calm - it’s not easy to remove emotion from the situation, but try to remain objective and stand your ground, particularly in the face of objection. Be prepared for different kinds of reactions and questions.

Keep your door open - be there to listen, especially during the ‘Bargaining’ stage when employees might suggest alternative approaches or try to delay proceedings.

Be patient - everyone adapts to change at their own pace. They will let you know when they are ready to move forward.

Focus on the positives - explain the benefits of the change, e.g. upskilling, personal growth and development, new roles and exciting projects.

Learn from the situation - when change happens in the future, as it inevitably will, these lessons will make you a better leader and communicator.

Be a strong, caring leader

Strong, caring and supportive leadership is key to supporting your employees through periods of change.

If you’re looking to develop your thinking and skills in change management, consider attending our free online Lunch & Learn Webinar Adapting to Change: Giving you the tools you need to manage change effectively. The session is designed to help managers to lead and communicate change whilst helping others embrace and adapt to a new situation.

Further reading

If you enjoyed this article, you may also find value in reading Resilience and Change and our eBook - Successful Change Management, which addresses understanding and communicating change.

How we can help you

If you’d like to discuss any of the issues covered in this blog, get in touch with us today on 0161 941 2426. We’re here to help.