- Interviews with 9 Human Resources and Leadership professionals.
- Fielded two 8 question surveys with 339 respondents (218 managers and 121 staff members).
- Sixty to ninety percent of change initiatives fail, costing organizations dollars off the bottom line and lost productivity.
- Seventy percent of change initiatives fail because of people-related issues, which place a major burden on managers to drive change initiatives successfully.
- Managers are often too busy focusing on the process elements of change; as a result, they neglect major opportunities to leverage and mitigate staff behaviors that affect the entire team.
- Change is costly, but failed change is extremely costly. Managing change right the first time is worth the time and effort.
- Staff pose the biggest opportunity and risk when implementing a change – managers must focus on their teams in order to maintain positive change momentum.
- Large and small changes require the same change process to be followed but at different scales.
- The size of a change must be measured according to the level of impact the change will have on staff, not how executives and managers perceive the change.
- To effectively lead their staff through change, managers must anticipate staff reaction to change, develop a communication plan, introduce the change well, help their staff let go of old behaviors while learning new ones, and motivate their staff to adopt the change.
Impact and Result
- Anticipate and respond to staff questions about the change in order to keep messages consistent, organized, and clear.
- Manage staff based on their specific concerns and change personas to get the best out of your team during the transition through change.
- Maintain a feedback loop between staff, executives, and other departments in order to maintain the change momentum and reduce angst throughout the process.
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