Managing change in the workplace is a constant job function for a supervisor.  The change might be as simple as a new customer service policy, or it might be as impactful as merging with another company where job layoffs are inevitable.

What makes change easy or difficult to deal with is how your team adapts to it.  And how your team adapts to it has a lot to do with how you as a supervisor manages the change.

Some people are exhilarated by change, and even need regular changes in their job duties to be happy, but many others hate change, and are even terrified by it.  Rolling out a big change might even turn your best team member in to a difficult employee due to their fears.  You’re not just managing the change itself, but helping everyone adjust to it and, ideally, even embrace it.

There are a couple things that you absolutely need to do in order for it all to work…….

1. Be consistent…..  Sounds simple but often overlooked.  Keep your message and behavior consistent.
2. Keep is simple….  The more complicated you make something the more your people will resist it.
3. Communicate…..  Often and clearly!
4. Be optimistic…..  Look at the positives for anything, it’s you JOB and responsibility to sell the program, that’s what your company pays you for!  The trick is to listen to your team, be sincere, and keep it positive.
5. Lead by Example!  Do NOT let yourself breath a word of negativity about the change, not even to your support staff!

Communicate Frequently

The biggest key to effectively managing change in the workplace is communication.  Just as you want to know what changes are coming and what they mean for you, so does your team.

With changes come rumors.  One way to stop, or at least reduce rumors, is to keep information flowing both ways.  As soon as it’s feasible to start communicating the changes, do so, even if you don’t have all the information yet.  Give information to your team and take viable team concerns to your supervisors.

Communicate Honestly

People appreciate honesty, even if it’s bad news they’re receiving.  For instance, if jobs will be lost during the change, let them know some jobs will be eliminated and why.  Let them know when this will happen so every day they’re not wondering “is today the day.”

One thing that can hurt your credibility is if you give them a “sales job” and they can tell. You need to focus on the positives.  If there are some negatives it’s okay to acknowledge them, a good way to move the conversation forward is to have a brainstorming session as a group some effective ways to overcome whatever negatives.

This doesn’t mean there will be no hard feelings.  But it will go smoother.

Engage Others

Some on your team may embrace the changes coming.  Use them to help allay fears with the others on your team.

Empower those on your team to help with the changes if possible.  Even better, engage them in the decision making process if at all possible – even if it’s a small part of it.  When people have a say in the change, they will embrace it quicker.

If you have group meetings use a dry erase board or maybe a giant piece of paper.  Brainstorm benefits and difficulties, everything anyone can think of.  Then systematically go through each item and ask the group which things they control. Most things on the list are usually controllable and as a group it helps eliminate mental road blocks.

Plan, plan, then plan some more.

Good planning before the change is essential to a smooth change transition.  Make sure your plan includes in-depth communication to the employees, has contingencies for issues that might arise during the change, and is clear on who is responsible for which parts of a change.

Even the smoothest change may still ruffle feathers.  A change that is undeniably for the best is likely to meet with resistance, as odd as it may sound.  Some people just hate change.  You’re more likely to see this among the older generations and among employees who have been around a long time, doing the same thing year after year.  They tend to like the predictability.  They do what they do, how they do it, because “that’s what we’ve always done”.

The key with that group is make sure you don’t minimize them, if you do you risk alienating them.  Some of the most tenured employees can be your strongest allies, you can’t afford undermining your leadership by mishandling them.  I always had to be aware of this tendancy in myself because I love change and new things, but I learned to always be aware of political capital and use it.  Use it or lose it.

If you have a group meeting you can also use it as a productive way to do some planning.  Involve the group, get some ideas, you will usually be happy you did and it will make your job easier.

But you, armed with a plan and strong communication, can win them over.