4 Change Management Tips for Team Leaders

I believe everything is a change project. When you think about it, everything really comes down to behavior change or a shift in our perspective. That's the goal in nearly everything we do. It's similar to the argument that nearly all writing is persuasive writing, because you're trying to persuade your reader to think or feel or act a certain way. We all want our ideas to matter to others. And this acceptance of change is natural to us, because as time passes, we don't like to stay stagnant. Time passes whether we like it or not, and things change around us whether we like it or not, including ourselves and our place in the world, so it behooves us to accept change and move with it rather than against it. So in one way, as we evolve and grow, change is inherently a part of us.

But in another way, the process of changing feels so uncomfortable that we don't want it to happen at all. At times, change can feel nearly impossible.

If something conflicts with our habits, or feels very uncertain (as opposed to being stable or comfortable), or challenges the way we perceive the world or our beliefs about the way things should be, our reflex is often to resist it.

That's because humans are wired to resist change. Our brains prefer stability. Changes are viewed as threats, in our amygdala, which activate the fight or flight response. And that happens even if the change is positive. Have you ever had something good be about to happen, maybe if you were about to start a new job or go on a trip, and you felt that energy rattling within you that was both nervous and excited? We get emotional rather than rational as an automatic response. "Different" of any kind has to be deliberately won over by the body and the mind. In other words, change of any kind has to be won over intentionally and carefully and deeply.

So if you are a leader of a team, and you have to roll out a new initiative, shift resources, change the timeline of a project, or announce a new strategy or shift in the company's operations, your job is about to get a bit tricky. You aren't just leading a project--you're leading people, and right now, you're also about to lead a change management initiative. Because when you tell people a major change is coming, people may immediately wonder, Why is this happening? What does this mean? Is my job secure? Oh wait--my job's changing? Why is my job changing? What is it changing to? What if I don't like my new assignment or what if I don't agree with the new direction? Leaders need to consider these worries beforehand and aim to mitigate them as part of the overall change project. Their people want answers, they want to be reaffirmed and assured that their jobs are secure and that they'll be happy and fulfilled, they want to trust that the new direction is better than the old one, and they want your responses to be sincere and real, not just appeasing them or giving empty promises. They want transparency and they want a positive direction.

I lead a lot of change initiatives. As a recent example, I had to announce a major change in the company's strategy to my marketing team, whose jobs were deeply affected. I had to consider their perspectives, their feelings, and their styles, and I had to make sure I was being as transparent and honest as possible while instilling in them a sense of hope and trust. I had to be open enough to allow everyone to voice their opinions, but I had to decisive enough to provide a clear path forward. I had to carve out a concrete vision, and I had to communicate that vision to my team in ways that would resonate meaningfully with them.

I'll walk you through the four crucial steps to change management that helped my change management effort resonate and last.

Step one: Empathy.

Put yourself in your team members' shoes. What worries will they have? What questions will they ask? What would you want to know if you were in that situation? What do you know about the individuals you lead that you can use to tailor your communication to them personally? Is one person really emotional and will appreciate a candid one-on-one heart-to-heart with you? Maybe another person is purely transactional and just wants the facts and none of the fluff. Empathize with your team members by being compassionate to the situation and considering their feelings about the change and their thoughts. Consider what they might consider and then prepare to give them a positive experience.

Empathize with the situation, too. Is the timing good or bad? Why is this happening, from a larger perspective? Who is forcing us to make this change, and why did they think this was the best choice? How did this decision come to be? Explore how others might react to the news. Wonder what information your team members will need to feel a) informed, b) supported, and c) motivated to accept the change and move with it rather than against it. Change isn't easy, and it's okay to acknowledge that. Think of ways you can support your team as you guide them forward through the change and (hopefully) to greener pastures.

Step two: Knowledge & Exploration.

Learn as much as you can about the new initiative's strategy, context, and application. Why is this happening? What is staying the same? What is affected? Identify goals. Predict impact. Map resources to programs to outcomes. Understand what success looks like. Explore a timeline for the change to take place (remember--it's a process, and it takes time). And by the way, if these things aren't yet defined, but you are in the room when they are being discussed, it's your duty to ask these questions and gather this information for your team. Change is difficult enough; when you add uncertainty or varying opinions or a lack of clarity to the mix, you lose people. They won't believe the change is good or that they can thrive through it. They'll feel unsupported and confused. If it's possible, they'll revert back to whatever they were doing before the change initiative started. And if it's not possible, they'll check out in other ways, and some may even find ways to thwart the initiative altogether. Clarity is important here. Don't skip this step and assume you'll all figure it out as you go. At the very least, pin down what you know now, what you need to know, and how that information will come to be.

If it's applicable, start to compile some resources for your team members so they know who to go to if they have questions or what tools they should be using or where they can find information on their own. Then, consider the best paths for information sharing and systems for storing resource and insights, such as strategic plans or process documents or shared folders. Think about the way people will learn and operate through the change and in the new environment thereafter, and plan accordingly.

Step three: Communication.

The formal announcement. The messages along the way. The language you use. The context you provide. What you say and how you say it matters.

The words you choose, the format or avenue you choose to deliver them, even the tone of voice, your facial expressions, all of it--all elements of communication count as data in the minds of your team members. This is a combination of internal communication / marketing message and interpersonal communication. You have to construct your message wisely, but you have to deliver it on a human level, from person to person. You need the skills to construct a solid strategy, and then you also need the skills to communicate that strategy with total clarity, with just enough context, and with emotional intelligence, so your message is understood simply, applies personally, and resonates long-term. 

Now, as a word of warning, this is where some people beef up the positivity too much. They pretend everything is perfect and nothing is wrong. That's impossible. A lot of changes that happen in the workplace are unexpected and unwelcome. You can acknowledge the truth without letting your guard down too much. Some managers worry they'll lose credibility or authority if they appear too vulnerable, but the opposite is actually true: Leaders who are vulnerable and honest, who deal with truths and feelings rather than politics and manipulations, are much more highly respected among their teams. Think about your values as a leader and how you want to be perceived; then, maybe even more importantly, think about the kind of leader your team members need at this time, and act accordingly.

Be transparent. Be candid. Be honest. Share how you felt when you found out. Then share how and why your opinion changed, if it did. That anecdote could help others follow a similar journey. Either way, be authentic, and by that, I don't mean you're allowed to be rude or neglectful or indifferent just because that's how you are--no, being authentic means being sincere, and being values-driven. Show integrity. Acknowledge the reality of the situation, and then provide a clear path forward. Studies show that employees care more about getting a feeling of hope from their leader than anything else. They just want to know that their leader has realistic optimism for the future and is capable of driving them forward successfully. Let your team know they're in good hands, and that you're working together on this. Present them with some opportunities--from uncertainty can come some beautiful opportunities for innovation and creativity. Give them a chance to be successful through the change.

Your job with this communication is to relay the change, convey the impact, assure your team you will set them up for success (by training them on new skills or providing resources and information or supporting their new role or whatever might be changing), lay a clear path forward, and coach them toward growth. You want your team to believe they can succeed through this change and that you will guide them toward success. Prove them right.

Another warning: Don't be afraid of addressing people's questions. Some people think they have to deliver a difficult message like a lecture and then walk away. That's not going to be successful long-term, and it won't breed trust. Change is a process, and when you communicate, you are starting a new string of communication that will continue and evolve over time. You have to nurture it; you can't leave it alone. But what's comforting to know is that you don't have to have all the answers. Curiosity is good. Gather questions. If you can answer them, great--decide if you should have a dialogue or talk as a team in case others have the same questions. And if you can't answer them, that's fine too--say you don't know but you'll find out, or you don't know but you can direct them to someone who does or a place where they can find out. Enabling a conversation will empower employees to process the information from a team-first view and think strategically in a constructive, forward-looking manner.

Step four: Training & Maintenance.

Your people want knowledge, resources, and skills. They want to be equipped with what they need to do their jobs successfully. They also need the confidence that they can do it, which you can supply externally for them verbally before and throughout the process. They'll also develop confidence as they gain wins and developments along the way, little by little. And that is how you should structure any trainings you plan to deliver. Start small, with facts and context, then build on each lesson with greater application and detail. Don't jump right in or bite off too much at once; move slowly and deliberately. Consistent progress is the goal at this point.

Your team members also need to feel a drive or motivation to fulfill their duties. If they aren't motivated to change, they won't. If they aren't motivated to maintain the newly changed environment, they won't. Use systems to reinforce the new operations, and be a coach to your team members, checking in on how they're working through it but also how they're feeling about it. Keep a pulse for whether they view benefits as benefits or if they care about something different than what you thought. Consider whether they've seen a tangible positive impact as a result of the change yet and how you can illustrate that from their perspective so they feel it--so it's not just you telling them how great it is. Set up situations so they can feel the success firsthand, and then maintain that environment--through operations and training on new tools, through 1on1 conversations where you take a pulse and discuss how they're doing, through resources where you provide them with opportunities to reflect, learn, test, challenge, and ultimately succeed, and in team meetings so you can foster support among your team members and an environment where everyone works together to tackle the change in a constructive and trusting way.

Change Management is a Journey

Hopefully you have already cultivated a learning environment on your team (I explain how to do that here), so your team members are willing and able to shift as needed and grow along the business. Fostering an environment where change is positive, everyone feels empowered, and trust is present will boost the success of change management initiatives tenfold. Whether you already have that team culture in place or not, these steps will help you set up your team for success.

Remember, change isn't a one-time thing; it's not an event; it's a process. It's a journey. Your team members want to succeed, and they want to trust that you will help them succeed. Put in the time to empathize with your team members, gain knowledge and skills, communicate effectively and clearly, convey a clear path to success, and maintain and nurture growth and success at every step along the way.

I hope this helps you with your next change project. No matter how big or how small, it all matters. And you can do it.