Navigating successful change management
Strategy & LeadershipNavigating successful change management

Navigating successful change management

How do you successfully change a business and account for every decision that needs to be made along the way? Roger Hallowell, Academic Director of Leading Strategies for Outstanding Performance at HEC Paris Executive Education discusses an effective change management recipe.

No business can succeed by standing still. Particularly in today’s ever-more interconnected, digitally-driven business world, organisations large and small are all under pressure to become agile – to be flexible and adapt, adopting new technologies, disciplines and tackling new markets to stay profitable. Because of this, it is vital for organisations to respond well to change.

Although change management is a staple of business education, leadership training and organisational development, in reality, such periods naturally bring a high level of uncertainty to employees and employers alike. It can be difficult for business leaders to know how to effectively help their employees to navigate through periods of transition.

So, what actions should a business leader take when wide-scale changes inevitably occur within their organisations? In fact, there is no single failsafe solution. It could be said that effective change management is like making of a cocktail; there are a set list of ingredients, that is, a number of ways to navigate the change, but also many different ways they can be mixed to suit the organisation’s tastes. Leaders must decide on the appropriate measure of each ingredient, in order to ensure a smooth transition.

In my research, I identified seven core ingredients which, when combined, create a robust framework for business leaders to follow, which ensures change is navigated in an effective way:

  1. Understanding employees concerns and emotional state

Leaders must become aware of how their employees are feeling regarding the impending change they face. They should play an important part in helping individuals come to terms with emotional implications and anticipate how and when they may occur. It is essential to do this if leaders are to effectively coach staff through the change.

  1. Establishing a process of change

A leader’s first focus is often on defining the ‘What’ aspect of change and it is said that 90% of time and resources are ploughed into understanding what the end goal will be. However, in order for the change to proceed successfully, emphasis also needs to be paid to the ‘How’ of the change, therefore leaders must also dedicate time to developing a process of how the change will occur, in order to ensure a smooth transition.

Generic processes of change state that leaders should create a sense of urgency within the team about the need to change.  Part of this is explaining the ‘Why’ aspect of the change – that is, bosses must explain the change to staff in a rational, but compelling way.  Another part of this is appealing to employee’s hearts to ensure that they are both rationally and emotionally attracted to the change.

  1. Identifying the WIIFM (What’s In It For Me)

Leaders should also examine the ‘What’ aspect of the change, in relation to employees’ individual day-to-day lives. Some may see themselves as ‘victims’ of the change and, in this event, leaders should be well-equipped to ensure such employees understand how proposed changes will affect them, and outline the benefits and advantages to be gained at the individual – not just company-wide – level. Leaders should remember that staff are often content in their routines and change at any level can disrupt this, so every effort should be made to be sensitive.

The proposed benefits of change must be viewed as greater than the pain of change; therefore, leaders should ensure these individuals understand the (often hidden) benefits, as well as the (usually obvious) disadvantages of the changes. Further, the WIIFM must also be greater than the ‘’Best Alternative to a Negotiated Agreement’’ (BATNA), which includes saying yes to a change and doing nothing.

  1. Deciding upon a style of change

When negotiating change, leaders should always bear in mind the culture of the organisation, assess whether the style of the changes they seek to make are compatible with the organisation, and seek to keep this consistent throughout, to provide some comfort and stability for employees in a time of transition.

Conversely, effecting a dramatic shift in style can be used to “shake up” an organisation in risk of becoming stagnant. However, this too must keep to a consistent style to help employees keep up.

What's Hot

HRD Roundtable Report: Levelling Up Onboarding for the Hybrid World

Roundtable Report HRD Roundtable Report: Levelling Up Onboarding for the Hybrid World 5 May 2022

10m

HRD Roundtable Report: Levelling Up Onboarding for...

Attracting new talent is shooting up the priority list, but also proving more difficult than ever. A...

View event
HRD Roundtable Report: Redefining Company Culture in Hybrid Work Environments

Roundtable Report HRD Roundtable Report: Redefining Company Culture in Hybrid Work Environments 26 May 2022

10m

HRD Roundtable Report: Redefining Company Culture ...

The process of redefining a company culture is a complex one. Culture contributes directly to the da...

View event
Learning to win the talent war: how digital marketing can develop its people

Whitepaper | Talent Development Learning to win the talent war: how digital marketing can develop its people

11m

Learning to win the talent war: how digital market...

This report documents the findings of a Fireside chat held by ClickZ in the first quarter of 2022. I...

View resource
HRD Roundtable Report: Strategies For Re-Engaging The Hybrid Workforce

Roundtable Report HRD Roundtable Report: Strategies For Re-Engaging The Hybrid Workforce 5 May 2022

11m

HRD Roundtable Report: Strategies For Re-Engaging ...

We know hybrid working is here to stay, forcing many organisations to experiment with innovative and...

View event
HRD Roundtable Report: Making it ‘Worth It’ – What We Need to Reward, Engage and Retain

Roundtable Report HRD Roundtable Report: Making it ‘Worth It’ – What We Need to Reward, Engage and Retain 3 March 2022

11m

HRD Roundtable Report: Making it ‘Worth It’ – What...

We know the pandemic has caused many people to revaluate their careers and relationships with work a...

View event
Dave Ulrich: How can business and HR leaders simplify complexity?

Leadership Development Dave Ulrich: How can business and HR leaders simplify complexity?

1y Dave Ulrich

Dave Ulrich: How can business and HR leaders simpl...

HR thought leader Dave Ulrich outlines ways leaders can deal with complexity in an increasingly busy...

View article
HRD Roundtable Report: Using HR Data to Inform Organisational Decision Making

Roundtable Report HRD Roundtable Report: Using HR Data to Inform Organisational Decision Making 5 May 2022

11m

HRD Roundtable Report: Using HR Data to Inform Org...

Historically, HR hasn’t been as effective as it could be in sharing and communicating data with wide...

View event
Digital transformation investment grows but critical skills gaps remain - Coursera report

Digital HR Digital transformation investment grows but critical skills gaps remain - Coursera report

1y Leah Belsky

Digital transformation investment grows but critic...

Covid-19 has accelerated the rate of digital learning on a global scale. Coursera's latest report pr...

View article
Wellbeing in the hybrid workplace: how to successfully drive engagement

Employee Engagement Wellbeing in the hybrid workplace: how to successfully drive engagement

1y Alara Basul | Sponsored

Wellbeing in the hybrid workplace: how to successf...

Remote working has impacted the way we communicate as a workforce, but striking the right balance be...

View article
How to create a company culture capable of empowering the modern workforce

Culture How to create a company culture capable of empowering the modern workforce

1y Alara Basul | Sponsored

How to create a company culture capable of empower...

While new working patterns that emerged from the pandemic have earned a permanent spot in the w...

View article
WATCH: Connection and collaboration in a hybrid workplace

Leadership Learnings WATCH: Connection and collaboration in a hybrid workplace

1y Amy Kirkham

WATCH: Connection and collaboration in a hybrid wo...

Alison Noon-Jones, VP of People & Culture at Leidos UK & Europe, shares how crucial employee engagem...

View article
Turbulence ahead: Why it’s time to be bold in your leadership

Leadership Development Turbulence ahead: Why it’s time to be bold in your leadership

1y Terence Mauri

Turbulence ahead: Why it’s time to be bold in your...

HRD thought leader and Hack Future Lab founder Terence Mauri sets out why the biggest risk to leader...

View article
  1. Agreement from employees

Employers must bear in mind that asking for change with employees is a request. Therefore, regardless of an employee’s position in your organisation, you must make the request and then consider any negotiations employees may wish to raise. It is important to remember that, done properly, this negotiation can be carried out to ensure a win/win situation for both parties.

While the above ingredients are essential, the following two can be added as and when necessary. For best results however, they should be added in equal measure.

  1. Discipline

Change entails making some difficult choices, especially regarding people. Some may have mixed feelings regarding the change, and in this event, it must be made clear that the behavioural choices individuals make to advance or delay change will have ramifications. Leaders may not be involved heavily with employees on a day to day basis, making it difficult for them to gauge sincerity. In an event where leaders have become isolated, they should rely on the advice of trusted counsel, department heads, team leaders and others more connected with employee sentiment.

  1. Genuine concern for others

To secure long-term success for your organisation, it is essential that your people feel that they are cared for, both as a means to an organizational end and as unique human beings. Your concern for your staff must be shown through both words and actions.

Roger Hallowell is the Academic Director of programs for managers and executives in the fields of strategy, strategy implementation and change management, and leadership, and is Academic Director of ‘’Leading Strategies for Outstanding Performance’’ for HEC Paris Executive Education.

Comments are closed.

What's Hot

HRD Roundtable Report: Levelling Up Onboarding for the Hybrid World

Roundtable Report HRD Roundtable Report: Levelling Up Onboarding for the Hybrid World 5 May 2022

10m

HRD Roundtable Report: Levelling Up Onboarding for...

Attracting new talent is shooting up the priority list, but also proving more difficult than ever. A...

View event
HRD Roundtable Report: Redefining Company Culture in Hybrid Work Environments

Roundtable Report HRD Roundtable Report: Redefining Company Culture in Hybrid Work Environments 26 May 2022

10m

HRD Roundtable Report: Redefining Company Culture ...

The process of redefining a company culture is a complex one. Culture contributes directly to the da...

View event
Learning to win the talent war: how digital marketing can develop its people

Whitepaper | Talent Development Learning to win the talent war: how digital marketing can develop its people

11m

Learning to win the talent war: how digital market...

This report documents the findings of a Fireside chat held by ClickZ in the first quarter of 2022. I...

View resource
HRD Roundtable Report: Strategies For Re-Engaging The Hybrid Workforce

Roundtable Report HRD Roundtable Report: Strategies For Re-Engaging The Hybrid Workforce 5 May 2022

11m

HRD Roundtable Report: Strategies For Re-Engaging ...

We know hybrid working is here to stay, forcing many organisations to experiment with innovative and...

View event
HRD Roundtable Report: Making it ‘Worth It’ – What We Need to Reward, Engage and Retain

Roundtable Report HRD Roundtable Report: Making it ‘Worth It’ – What We Need to Reward, Engage and Retain 3 March 2022

11m

HRD Roundtable Report: Making it ‘Worth It’ – What...

We know the pandemic has caused many people to revaluate their careers and relationships with work a...

View event
Dave Ulrich: How can business and HR leaders simplify complexity?

Leadership Development Dave Ulrich: How can business and HR leaders simplify complexity?

1y Dave Ulrich

Dave Ulrich: How can business and HR leaders simpl...

HR thought leader Dave Ulrich outlines ways leaders can deal with complexity in an increasingly busy...

View article
HRD Roundtable Report: Using HR Data to Inform Organisational Decision Making

Roundtable Report HRD Roundtable Report: Using HR Data to Inform Organisational Decision Making 5 May 2022

11m

HRD Roundtable Report: Using HR Data to Inform Org...

Historically, HR hasn’t been as effective as it could be in sharing and communicating data with wide...

View event
Digital transformation investment grows but critical skills gaps remain - Coursera report

Digital HR Digital transformation investment grows but critical skills gaps remain - Coursera report

1y Leah Belsky

Digital transformation investment grows but critic...

Covid-19 has accelerated the rate of digital learning on a global scale. Coursera's latest report pr...

View article