We face changes every day in our businesses, personal lives and relationships. Regardless of our feelings, we can’t stay the same or risk becoming stagnant or obsolete.
The question becomes how to deal with change — ignore it, embrace it or direct the effects as much as possible?

Most employees look at workplace changes as challenges. Instead of embracing them, they focus on the stress and confusion and become overwhelmed. One recent study found that 71 percent of employees who experienced a large company change within the last year were less satisfied with their jobs than those who experienced little to no change.

Since companies can’t avoid it, smart leaders learn to minimize the negative effects of change on employees as well as customers, investors and the community.

They provide these stakeholders with continuous support and updates if they hope to influence the outcome. Ensuring as much transparency as possible leaves less room for doubt. After all, the human brain creates its own details if none are provided.

It’s important to consider company culture, including unwritten rules, and check the proverbial pulse of an organization and how individuals perceive the change. By promoting a culture of recognition, communication and engagement, leaders gain trust and loyalty long before the need arises to manage change. In a positive work environment, employees are more apt to adapt and remain resilient when faced with the difficulties related to company changes.

To sway the outcome of change, business professionals turn to change models or methods as a way to prepare for and mitigate negative outcomes.  With technology, various models are available at our fingertips. Some of the more popular ones include the Lewin’s Change Management Model, Six Sigma Kaizen process, McKinsey 7S Model, Kotter’s Eight-Step Change Model and ADKAR Model.

Regardless of the chosen tool, each process focuses on businesses bringing ideas together, building solutions, preparing for resistance and barriers, determining positive and negative impacts and keeping stakeholders informed. It’s possible through preparation and hard work to develop the best possible environment in which to bring about change.

Whether facing a workflow modification, operating system migration, cultural change or new benefit options, certain steps will help ensure a smooth transition for your company, customers, investors, community and employees:

Clarify the need for change by performing an analysis: where we are, where we need to be and how we get there.

Determine what and who the change will affect — positively or negatively — and how to manage the negativity the company will face.

Define the pros and cons of the change and how this will be communicated.  

Design any training necessary to implement the change and how and when it will be delivered. Consider the challenges involved, including different shifts and the various ways people learn. Managers should touch base with employees throughout the process to ensure they’re supported and informed.

Communicate early on. Have an open discussion about why change is necessary and the expectations involved  — a better work environment, increased operations or more opportunities, for example. Explain how the change improves lives and situations. Don’t shy away from the cons. Be prepared to address them. Before the change occurs, ensure all employees are aware of how it could affect them individually or as a department.

Explain when the change will occur. If possible, provide employees with a timeline or phases and how long it will take for the company to prepare. Provide updates along the way, including information on delays or changes in the schedule.

Recognize achievements under the old way of doing things. It’s important for employees to feel their hard work contributed to progress to this new level.

Encourage employees to express concerns. Provide a forum for employees to ask questions or discuss concerns in private. 

Measure the effectiveness of the change. Was the goal achieved or did the change produce the desired outcome?  Be open to modifications to new procedures or operations. Once the transition has begun, accommodate employee suggestions to improve new systems or processes.

Revisit the process until things work smoothly. Never feel obligated to proceed with change if it turns out to be the wrong decision.

By preparing as much as possible, you’ll serve your stakeholders well.  You can’t anticipate every bump in this process, though. Flexibility could determine success.