She buffered her direct reports from the “politics and commotion” related to the merger by reminding them that their work had meaning. 4. The Pandemic Has Been Great for Productivity, But…, New Ways for Talent Acquisition to Create Value During the Pandemic, How to Elevate the Employee Experience During a Pandemic (and Beyond). His main goal? “Don’t pull the trigger just yet,” he says. Do they recognize that service needs to improve, but don’t realize by how much? Make sure you understand the business reasons for the change. Get creative, and try to bring this new challenge to life as vividly and concretely as possible, building on what your team already knows and understands. “When I look back on my time there, I feel grateful,” she says. This project is ending. Introduce a daily music break, bring in some fresh flowers, or start a cookie-baking contest every other Friday. Starting a Transformation? I didn’t want make a rash decision to leave,” he says. Transitioning to the New Reality: 3 Areas That Demand Leadership Focus. Don’t Change Everything!” from strategy+business. 7. This post was shared from CultureUniversity.com. On the one hand, organizations are trying to implement change as quickly as possible. For the best experience on our site, be sure to turn on Javascript in your browser. “I told them we were a part of something big, something historic,” she says. Is my new role something I am equally happy and satisfied with?’” Even if you conclude that things have fundamentally changed, Coyne advises resisting the urge to quit immediately. 10 most common employee questions Will there be a job for me in the new company or will my position be eliminated? “Express sorrow that you’ll no longer be working together.” Whether you call, email, or drop by their house with a bottle of wine depends on how close you are to them, she adds. 10 Questions Employees Will Have About Any Change, A Senior Change Advisor's Approach to Managing Resistance to Change. To shape my client’s agency to be more customer- and results-centered! Loss of market share (your company is losing money), New offers or capabilities by competitors (they're creating new business faster than your company), Lower prices (their cost of doing business is lower, resulting in better prices to their customers), Loss of jobs (even at the executive level), Enhanced respect and reputation within the organization, Improved growth opportunities (especially for active supporters of the change), Increased job satisfaction (knowing you are helping your organization respond effectively to a rapidly changing marketplace). Align priorities Reorgs are an opportunity for you to “take control of your career” says Spreitzer, but you must also make sure you and your manager agree on where you should be focusing. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results. “I thought, ‘Wait, I’m not going to get the job, but I’m going to do the job?’”, But it didn’t take her long to rethink that initial assessment. The catch: She would not get an official promotion because she was unable to relocate to corporate headquarters in New York. Give it time, but don’t hang on too long It’s fair to “give management the benefit of the doubt” in the weeks and months after the reorg is announced, but if you remain skeptical of the changes after some time has passed, treat it as a sign. The questions and answers below provide a basic foundation for a face-to-face question-and-answer session between a supervisor and their employees. What if they have tried before and failed? If you’re a manager, this is even more critical. Below are the 10 most frequently asked questions by employees about changes. You might also try to “inject some levity” at the office to  “raise people’s spirits and getting them out of the moroseness they may be feeling,” she adds. However, don't be afraid to voice your specific objections or concerns. On the other hand, employees are one step behind trying to understand why the change is needed and how they will be impacted. If you are preparing for a must-win project or your organization is continually trying to build change capability, get expert advice and training! “Keep the periscope up,” says Spreitzer. “He said, ‘Finish what you’re doing. “If you’re a high performer, you may feel a loss of control and start to question your options.” But Spreitzer says it’s important to approach the changes with an “optimistic” mindset. He basically sat passively as his new manager laid out plans for stirring things up. “Reach out,” Spreitzer says.