Managing Business Transformation by Melanie Franklin

Author:Melanie Franklin
Language: eng
Format: epub
Publisher: IT Governance Publishing

When our boss’s boss called us into a meeting, we knew that the rumours about a restructuring were true. There was a presentation about how our department would merge with the marketing department. I could see straight away that I was being transferred to a new section and that my manager would be Steven, the new events manager who joined the previous month. I cannot remember anything else as I was only thinking about how well I got on with Malcolm (my current boss), that my appraisal was due soon and I was worried that Steven wouldn’t review me as positively as Malcolm would.

It is important a safe space is created for people to express their anger without fear of recrimination. Not everyone will be angered by the changes, but it is more effective to allow those who are to vent their anger as early as possible, as this gives them an opportunity to move on.

It’s better to flush it out earlier because it will surface somewhere, so you might as well address it up front.

The most effective way of dealing with anger (but the least attractive for the change team) is to hold meetings with those affected. It’s no fun being the recipient of this anger, but face to face offers an opportunity to engage with the individual. Establishing online forums can seem like a good idea, creating a community where individuals can have their say; but it can be too easy to whip up a storm and create a disproportionate level of resistance, especially by those who are most angry or most able to articulate their resentment.

Overcoming denial and bargaining

The purpose of this communication is to help employees realise that the change applies to them and that it is something that they will have to engage with. Part of adapting to change is to pretend that it affects everyone but yourself and, therefore, you are not really going to have to change.

I am the head of the department, so I don’t need to know how the new time-recording system works – one of my junior managers can input my information for me.

Explain the change so that these reasons can be negated. This means ensuring that the communications specifically address each of the reasons that the individual gives for why the change is not relevant to them. The most effective communication is based on the explanations of the employees themselves and their ability to make the link between the change and how it will help them be effective in the future.

Discuss their position, their role and their skill set in relation to the change:

Get them to redefine their responsibilities and their job descriptions in light of the change.

Give them a competence assessment to help them map where they are now and where they need to be.

Get them to create a training and development path to move them into this new role.

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