Leading Change: How to Bring People With You

A change can make perfect sense in a strategy document, and still falter in practice. One reason is that change driven from the top can look very different to the people expected to put it into effect.

At senior level, the focus may be on transformation, improved processes and better results. For employees, the same change may mean a new system, unfamiliar responsibilities, or a different way of measuring their performance.

Take a business introducing a new customer relationship management (CRM) system. The senior team sees better information, more accurate forecasts and fewer opportunities slipping through the net. The sales team may initially see extra administration, disrupted routines and greater scrutiny.

When people question the change, it is tempting to call them resistant. But their concerns may point to something important: perhaps the purpose is unclear, a practical question has been missed, or they do not yet feel equipped to work differently.

Leading change is not about forcing enthusiasm. It is about giving your team members the clarity, skills and confidence they need to move forward with you.

Explain why it matters

Before concentrating on what will change, explain why it is necessary. What challenge are you trying to solve? Why does it matter now? What will improve as a result?

Avoid relying on general messages about “transformation” or “future readiness”. Explain the change in terms that relate to the work your people do and the customers they serve.

Be honest about what is still uncertain – and be prepared to repeat the message. What is familiar to the leadership team may be completely new to everyone else.

Involve people in the ‘how’

The destination may already have been decided. That does not mean every step of the journey should be imposed from above.

People who are close to the work can often identify difficulties and opportunities that are less visible at senior level. Ask what they think might get in the way and what would help the change work in practice.

One of the principles we use in LDL management development is to delegate the end result, not the method of achieving it. It is stimulating to be asked to solve something; it is far less engaging simply to be told what to do.

The leader still sets the direction and makes the final decisions. But people are more likely to commit to a solution when they have played a meaningful part in shaping it.

Build both Skill and Will

Someone may understand and support the change but lack the knowledge to put it into practice. Another person may be perfectly capable but unconvinced that the change is worthwhile, or lacking sufficient confidence.

These are common challenges when leading change.

In LDL terms, the first is principally about Skill; the second is about Will. One may require training, coaching or practice. The other may call for a clearer explanation, greater involvement or an honest conversation about concerns.

Make progress visible

Large-scale change can feel distant. Early progress helps people see that their effort is producing a result.

Set a small number of meaningful short-term goals. Share what is working, recognise the people involved and be honest about anything that needs adjusting.

During change, people also watch their manager closely. They notice whether questions are welcomed, whether messages remain consistent and whether leaders behave in line with the change they are asking others to make.

Bringing people with you does not mean achieving complete agreement. It means helping people understand the purpose, giving them an appropriate voice and equipping them to succeed.

When people have clarity, involvement, Skill and Will, change is no longer simply something being done to them. It becomes something they can help make work.

For an example of this approach in practice, read how LDL worked with Scottish Water to help 250 managers and team leaders engage their people in organisational change.

Find out more about LDL leadership and management training.