Driving organisational change: 5 tips for leaders

Written by Rose Keith, Consultant
Previously published by PSI Talent Management or Cubiks, prior to becoming Talogy.

Change is an inevitable part of life, and organisational change is also unavoidable. Even though most of us realise this is true, it doesn’t mean that going through it is always easy or comfortable. Most change within organisations begins at the leadership level and comes as a result of something considered worthy of accomplishing.

But how can leadership drive change effectively?

  1. Communicate, Communicate, Communicate.
    When introducing any kind of change, leaders should take ownership of communicating it to the organisation – early and often. The bigger the change, the more strategic the communication plan should be. Who needs to know what, and when? Timing is critical too. Communicating broadly too early before the change occurs can leave too much time for employees to fret, and waiting until the last minute can catch people off-guard.
  2. Choose Change Champions.
    It’s important that the change is supported by people throughout all levels of the organisation, and not just by those at the top. Even though the directive for any change typically comes from leadership, people are much more likely to buy in to a new initiative if others they work with are buying in as well. For this reason, having champions at all levels who are engaged in the change process is key. Hold focus group meetings to get feedback on what may be difficult about the change and take this feedback seriously. In this blog post, our CEO reviews how he introduced focus groups for communicating and empowering employees. 
  3. Anticipate Pitfalls.
    With any change, there is going to be an adjustment period. There will also probably be negative aspects. It’s important to think through these potential pitfalls ahead of time and come up with ideas to combat them. Skipping this step could leave you unprepared once the initiative is already underway. There is no way to predict everything that could go wrong, but putting real thought into this ahead of time will save a lot of pain later.
  4. Celebrate Successes.
    Once a change has been implemented, celebrate its success in a way that showcases the positives. Especially if the change has been painful for any reason, you will want to draw attention the benefits it has brought. This may mean getting creative in how you describe aspects of the change.
  5. Be Open to Changing Your Change.
    Any new idea is just an idea until it is implemented in the real world. Leaders should be flexible and willing to adjust as needed. If possible, start out with a small segment of your organisation as a pilot before rolling out to the organisation as a whole. See what works and what doesn’t, and tweak as necessary.

In the immortal words of Winston Churchill, “To improve is to change; to be perfect is to change often”. Change can be painful, but if it’s happening at all, there is probably a good reason for it. Leaders can be powerful change agents if they keep all of these tips in mind.

Building resilient organisations

As a result of both the Fourth Industrial Revolution and the recent pandemic, change is now constant and relentless.

Despite the vast opportunities that change enables, issues like increased stress, burnout, and lower well-being are on the rise – highlighting the undeniable importance of organisational resilience.

To survive and thrive now, it is essential for leaders to build their resilience to be able to respond to change well and recover from setbacks. As they learn this, they then directly impact the resilience of their teams since the most critical ingredient for a resilient organisation is its resilient people.

It has been shown that highly resilient employees are 43% more productive, 47% more engaged at work, and twice as likely to stay in their current organisation.

Download our white paper now to find out:

  • What is resilience?
  • How does resilience impact organisations?
  • The eight key resilience development strategies
  • How to connect individual resilience to organisational resilience
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