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Change Management

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Associations Next: Ch-Ch-Changes

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In this episode, we are joined by Genae Young, member of the Board of Trustees for the Organization Development Network, and CEO of 1 Extraordinary Life. Genae sat down with us to discuss change management, particularly when it comes to the ever-changing landscape of volunteer organizations. 

Takeaways: 

  • Change management is for the organization, but it is all about the people involved. Make sure they are taken care of, listened to and supported. 
  • Make change management part of your annual plan. Have solid systems in place that help you thoughtfully navigate your change. 
  • Associations are particularly used to change. Anchor your organization in your mission, vision, and values in order. 

 

Voice

Associations Next: Voice the Change

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In this episode, we are joined by Dr. Julie Gedro, Dean of the School of Business at State University of New York Empire State College. She tells us how to thoughtfully lead change by being empathetic and a good communicator.

Takeaways:

  1. Communication takes time. It may seem like sending an email takes a minute or less, but during times of significant change, you need to put time and energy into how your messages are crafted. Dr. Gedro suggests seeing this time as an investment rather than an expense.
  2. Provide messages in a variety of ways. Everyone receives messages differently, so communicating in different ways sets up you and your employees up for greater connection and success. Odds are, you will never communicate too much.
  3. Develop a habit of empathy. Developing trust can greatly impact your ability to succeed in your change efforts. Dr. Gedro explains that this trust must be developed over time, as you cannot convince your way into being trusted. You can do this by showing interest in your team’s points of view and opening yourself up to their opinions.

 

To dig deeper, check out these reading suggestions provided by Dr. Gedro:

 

Shulga, L. V. (2020). Change Management Communication: The Role of Meaningfulness, Leadership Brand Authenticity, and Gender. Cornell Hospitality Quarterly, 1-18, doi:10.1177/1938965520929022

 

Bridges, William. Bridges Transition Model. Accessed on 5/28/2021: https://wmbridges.com/about/what-is-transition/

 

Gedro, J. Allain, N. M., De-Souza, D., Dodson, L.,  & Mawn, M. V.  (2020): Flattening the learning curve of leadership development: reflections of five women higher education leaders during the Coronavirus pandemic of 2020, Human Resource Development International, DOI: 10.1080/13678868.2020.1779911

 

Listen to the Episode: Voice the Change

Change

Change Management According to Psychology

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Too often, it seems we underestimate change. By definition, change means to make something different — to change up our routines and remove the things we are comfortable with. Beyond the stress of learning new things, the emotional and mental strain can take its toll. No fear; change is hard on everyone, even if it feels like you are alone in the process.

Psychology plays a major role in change and our organizations in general. Let’s look at a few psychology-related aspects of change that may help you navigate your organization’s new direction in an even better way.

  1. Tangible/intangible factors: Inc.com explains that tangible factors are things such as structure, strategy and management that can be clearly articulated, while non-tangible factors are things like culture and values that are harder to articulate and capture more of the “heart” of the organization. Remembering what facets of your change plan are tangible/intangible will help you approach that change. Tangible things have more to do with routine, while intangible things may have more emotional attachment.
  2. Let it feel good: Chief Learning Officer notes that it seems we are often made to feel like we should be angry about change. In TV shows like The Office, every episode that features major organizational change shows chaos and employee resentment. Learning and growing is great for your brain and it is possible to navigate change with feelings of excitement. Even if it is new and maybe a bit uncomfortable, let yourself feel excited.
  3. Repetition, repetition, repetition: Even the most hardworking, detail-oriented people miss things from time to time, says Inc.com. It is inevitable that as a leader of an organization, you will have to repeat things a few times to make sure your message is heard. Keep in mind that your team is made up of busy people who likely do not intend to ignore you.
  4. Make it your own: It is okay if you need to adapt your change to better fit your organization. Chief Learning Officer explains that allowing the space for your team to give their input will give them a sense of control in the process, which will increase the likelihood of buy-in.
  5. Keep everyone engaged with each other: Having strong bonds with your team will without a doubt make it easier to process change. CMS Wire explains that simple things that increase engagement — such as acknowledging successes on any level or checking in with team members on things outside of work — will build the bond between your team and ease the stress of change.

Change is stressful enough. Taking the time to ease the stress and tension of it can make change seem exciting rather than exhausting. Think through these psychological facets of your organizational transformation and you will be in tip-top shape moving forward.

Stand

Associations Next: Stand Out With Dorie Clark

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In this episode, we present a conversation with Dorie Clark, CEO of Park Strategic Communications and named one of 50 Top Business Thinkers in the world by Thinkers 50. This previously recorded conversation occurred during Ewald’s Vision 2021 Conference.

Takeaways:

  1. Too often, innovation is something called upon only when needed. Dorie explains that’s not how it works anymore. Innovation should be a constant skill we use and improve upon.
  2. Challenge the status quo. Many organizations have been doing the same things for years, simply because that’s the way things have been done. Question your organization’s practices and utilize your experiences to bring in more perspective.
  3. Ideas come from problems. Your unique perspective on problems you have faced can open up new doors for innovation.
  4. Connectors are often the most valuable people in an organization — and it’s become easier than ever to become one. Finding gaps in communication and filling them makes you indispensable in your organization. Putting the effort in to network and get a feel for others’ ideas will help you disseminate the best ideas throughout your organization. Previously, it was difficult to meet up with peers across the world or the country. Now, we can hop on Zoom calls instantly.
  5.  

Listen to the episode: Stand Out With Dorie Clark

Colored Paper Boats

Principles of Change Management As We Navigate a New Path

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Many of us were forced into change in 2020 on many levels. As we ease out of pandemic life, we are now able to look critically at our organizations and the future. Change is never easy, but if we keep a few principles in mind as we navigate our new paths in our organizations, we are setting ourselves up for a much better, brighter future.

When navigating change, there are a few things to remember:

  1. Plan the change

    This may seem obvious, but to be effective in creating change, you need to start with a great plan. Gallup explains in an article about change management principles that leaders are responsible for owning change and instilling that ownership in others. When you are clear about your vision and how to get there, your team will better understand how to help the organization reach its desired destination. Think through your timeline, why this change is essential to your organization’s mission, and what milestones you will set to help measure your progress. Putting in the time up front to write out a specific plan with clear goals is essential to good change management.

  2. Support your team

    Your team is your best asset. They know the organization inside and out and they are the people helping you carry out your mission on a day-to-day basis. Change often requires shifting roles and tasks, which can cause tension. Employees may be asked to step up in new ways, and some may resist the change as a whole. Make sure your team knows you are available for questions and show them why this change is a good thing.

    Ewald’s Associations Next podcast with Dr. Amy Batiste goes into depth about supporting your team through change. Listen to it here.

  3. Communicate well and often

    Communicate. Communicate. Communicate. Mind Tools explains that communication can make or break your change plan. The site recommends using the ADKAR Change Management Model to guide your change communication:

    • Awareness (state your need for change)
    • Desire (why you want to participate in it)
    • Knowledge (of how the change will occur)
    • Ability (how your organization will achieve change)
    • Reinforcement (how you will sustain progress)

    As a leader, you need to own the change you are making. Ensuring everyone is on the same page is a big task, but one you must achieve

  4. Protect the culture

    Culture is the heart of any organization, so it is important to make sure that it does not get lost in the process of change. Strategy + Business explains that culture should be treated just like any other facet of change. Does the culture need a makeover? How can you transfer the positive aspects of culture? Be explicit in your communication about what you want to keep around when you reach your goal. Your culture may be great, so lean into that during trying times. If your culture needs improvement, explain what you want it to look like and how your team can help you build that new culture. Again, your team is your best asset. So, make sure you are helping create the best possible environment for them.

    There are many, many things you have to keep in mind when you are creating change. It will more than likely be overwhelming and chaotic, but by keeping these few things at the top of your long to-do list, you are ensuring that your organization is set up well for your new future.

Woman Talking to People Around a Table

We’re Only Human: Making Change about the People

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Being a change leader is hard. Goals, plans, measurement, and strategy clutter your desk and require way more energy than you thought. However, while you are going through a great deal in leading the change, your employees and members are looking to you for what is next.

The human element. It is what gives your organization a personality. Without humans, we would all be dealing with frustrating robots on the phone instead of your helpful, kind customer service representatives. Without humans, your organization would not have passion or heart.

Change requires catering to the humans who make your organization go round. Executive Coach Christina Colton, PhD, says,

“In my years of experience as an executive coach and leadership specialist, I’ve observed and facilitated change initiatives in Fortune 500 companies and small businesses alike. Across the board, I’ve found that the most successful leaders share one key trait: the ability to build trust and confidence during times of change by placing the human factor of transformation first.”

So, with everything you must deal with as a leader, how can you implement practices that help you and the fellow humans in your organization do better?

  1. Remove barriers that keep people from you. This may be hard, particularly if you are working remotely — but think through how you can make yourself as available as you possibly can, explains the Association for Talent Development. This may look like creating a Zoom room every week that people can join to ask you questions, voice their concerns or share ideas. Each member and employee has their own view of the organization, and every perspective you can get will make your organization that much more valuable.
  2. Be careful with technology. Obviously, in an increasingly technical world, we are eager to make our services more automated and tech-forward. However, this must be balanced with what gives your organization its heart. When thinking through how you are creating change, make sure that your tech updates do not wash out personalized customer service and creativity.
  3. Channel your inner coach. The old “lead from behind” idea rings so true in times of rapid change. Invest time in training to make sure everyone is on the same page and can operate properly as a team. The Information Services Group explains that this step is crucial in making your team feel confident about their place in the change. Change cannot happen if your employees do not know what they are supposed to do differently.
  4. Take care of your people. Change is exhausting. Make it fun by hosting virtual game nights, sending them small gifts like coffee gift cards “just because,” or sending them personal messages just to ask how they are doing. Anything you can do to support your employees will help them know that you are behind them in what is likely a stressful time.

Implementing change — especially across an association that must meet the needs of its members, its staff and other stakeholders — is a challenging process. By keeping a focus on human factors, association leaders can help ease the transition and ensure success.

Change

Associations Next: The Organizations Are A Changin’

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In this episode we are joined by Founder and CEO of Creative Catalysts, Dr. Amy Batiste. She tells us all about how to thoughtfully create and navigate through change in your organization. To learn more, check out our blog, Ewald in Practice.

Takeaways:

  1. We often have to push ourselves to embrace and push change. These major shifts often disrupt the day-to-day that entire organizations are used to. Part of change is embracing the discomfort and recognizing that you are on the path of becoming better.
  2. Don’t just go for the quick fix. There is energy and excitement that comes with change, but it takes hard work and understanding beyond the initial spark to move forward and create meaningful, long-lasting change.
  3. Be honest and clear about why you are creating this change. Change is rarely perfect but be transparent about where you are in the process. Communicate what you can when you can. Further, being specific about how this change fits into your organization’s mission will help with buy-

Listen to the episode: The Organizations Are A Changing’

Neon light of word "Change"

Communicating during Times of Change

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“Genius is the ability to put into effect what is on your mind.”
— F. Scott Fitzgerald

Clear communication is not easy. Everyone sees the world in a different way, and everyone has different feelings and opinions. Being a leader means ensuring that you are heard and understood in the way you intend.

When an organization goes through change, this can be very challenging. It is not uncommon for team members to feel out of the loop or confused by your decision to change the way your organization runs. So how do we ensure that we are thoughtful in our communication?

  1. Make your desired outcome clear. According to Harvard Business Review, this may be obvious, but many leaders end up discussing change in terms of tasks to do rather than why the change is happening. For example, if your organization’s vision is to provide more personal service, do not just say, “we are going to require more training for customer service.” Explain that these tasks are part of a larger mission.
  2. Be specific. The Association for Talent Development explains that employees need direction. What role do they play in the change? If employees do not have a clear idea of their role, they will more than likely stick to the way they have always done things.
  3. Give employees time and leave your door open. ATD explains that you should let the ideas settle in and remain and make it known that you are a resource for your team. Schedule “office hours” or Q&A sessions to build this into your schedule.
  4. Communicate everything you can. The Balance Careers explains that it is extremely important to give updates as they come. One tip they give is to tell your team that you are prioritizing timely communication, so some information may develop and change along the way.
  5. Reiterate the organization’s mission and how change fits into it. While you should always keep the mission at the forefront of what you do as an organization, it is especially important during change. Think through how this change contributes to the mission and make it abundantly clear that this is a necessary change to carry out the mission.
  6. Measure in the open. In the spirit of full transparency and inclusivity, The Balance Careers recommends giving frequent updates on progress. When your team is able to see how they are doing, they have a better sense of direction on what they need to do to help guide the change.

We all know how important communication is in personal relationships, friendships, and in the workplace. However, in day-to-day operations, it can be easy to allow it to slip from the top of your list. When you are going through changes, communication needs to be a top priority to help guide you to a new, better organization.

Dark road at night

How to Make a Change Management Plan

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In the past year, there has been a lot of discussion around change management as many organizations have been forced into significant change as a result of the pandemic. While many had to quickly transform their organizations, it is important to reflect on how to thoughtfully introduce change into your organization.

In this post, we will walk through how to construct a change management plan. According to Project Manager, thinking through this process as the 4 Ws (who, what, when, why) can help guide you through your change plan.

  1. Assign roles in the process (who). Make sure your team and employees understand the part they play in this change. Your process will be much more streamlined and effective if people are not wondering who does what.
  2. Identify your goals/benefits of your change (what). Smart Sheet explains that in addition to informing your team of their place in the change, they need to know what they are working toward. Make your goals clear and easy to understand.
  3. Set a timeline (when). Determine when you want your changes to be made and work backward. How much time will each step take? How long do you think it will take your organization to adapt? These are important questions to consider when laying out your timeline for your change plan.
  4. Identify your reason for needing change (why). According to Smart Sheet, while this may seem obvious, it is best to never assume that everyone in your organization knows why this change is needed. Make it very clear why you are planning this change.

Using the 4 Ws will help you be thoughtful when creating a change management plan. Even the things that seem obvious—such as goals and team roles—need to be reevaluated in order to move forward with confidence and clarity.

Time For Change lightboard

Breaking Down What Change Management Is

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After an unprecedented year like 2020, many organizations began looking at themselves and their industries in new, creative ways. Navigating change can be challenging for leaders and employees alike, so how do we move through this process post-2020? As Harvard Business Review put it, “traditional change management — often characterized by heavy process, lengthy timelines, and clunky rollouts — won’t cut it right now.”

Put simply, change management is all about being a thoughtful, organized leader. There are endless approaches online for the best change management process, but let’s start this blog series by breaking down the core elements of what change management encompasses.

  1. Goals: Forbes explains that you need a clearly defined goal anytime you are approaching change. Whether you are taking a traditional or a more contemporary approach, you need an end goal that you are striving to achieve. Put in the effort up front to clearly define your goal and work backward from there. This will help you determine your steps and approach to change.
  2. Communication: Mind Tools claims communication as one of their four key principles to good change management. This includes communication to your team and your employees. Be sure to explain why this change is happening and be clear about what you expect as a leader. Open yourself up to comments and thoughts from your team and employees so that everyone feels heard and in the know when it comes to big transitions.
  3. Prepare for resistance: You will inevitably face some challenges as you are navigating change. Whether it’s employee resistance or logistical challenges, you will need to prepare. If it is employees who are resisting, make sure to hear them out and reassure them that they will be okay. If you are facing logistical challenges, communicate frequently with your team to solve the issue.

No organizational change process is the same, but preparing yourself based on others who have successfully navigated change will help you in your process, too.

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