This article was originally published under Jeff Miller's column "The Science of Workplace Motivation" on Inc.com.
In my experience, the challenge is often that leadership doesn't see the change process all the way through. I've written recently about Ann Salerno's six stages of change, and how effectively leading your team through the first four stages (loss, anger, doubt, discovery) will help everyone become productive again. But stopping there is a mistake.
Stages five and six, "understanding" and "integration," require leadership to reflect on the change process. By spending time to track outcomes and debrief, the entire organization will be better equipped to transition smoothly when change happens again (and again).
Start by Tracking the Impact
At Cornerstone, we recently launched a new worldwide manager training program. Where before the training had been more individualized, this new format emphasized group discussion among new managers. We organized trainees together into online cohorts (kind of like chatrooms), creating communities for them to share insights, ask questions and respond to topics provided by a facilitator.
Once we had successfully implemented the new program, we entered stage five of the change process: understanding. In stage five, you can be pragmatic about change and start to understand its impact. That means gathering as a leadership team to discuss the short term and long term features of the change. For our team, one short term feature was using our product differently. In the long term, we were facilitating cross-cultural discussions around management.
Make sure this discussion about features happens out loud—verbalization allows you to avoid assumptions--as an individual or even by the group as a whole. And use specific terms: "Did this new manager system accomplish our goals?" is too open-ended. Instead, asking, "Did we implement a system that will connect managers across offices?" helped ensure we were all having the same conversation.
Celebrate Your Team
This part is simple: Recognize the individuals involved in the change process for what they accomplished. Change is tough for most people; getting to stage five successfully is a major feat. It doesn't have to be a party, just an acknowledgment that their hard work didn't go unnoticed. It's an easy step that will mean a lot to your employees.
Hold a Thoughtful Debrief
Stage six of the change process is an opportunity to look back and debrief. It's best not to debrief with the entire company because voices will get lost. Instead, identify the people who might represent those voices and invite them to participate. For our debrief meeting, we gathered the team that implemented the cohort system.
From there, review the goals you set at the beginning of the process and ask: Did we get the outcomes we wanted? What can we do better next time? What were the unanticipated outcomes? For example, we hadn't anticipated how quickly managers would make themselves vulnerable in these cohort discussions—and achieve some honest, positive communication as a result.
Finally, encourage people to be introspective, too: What did I learn about myself through this change? What did I learn about others and how they handle change? The person on our team who led this change had never done anything like it before. In the debrief, he talked about how the experience had showed him it's okay to ask for help—and he'd get help if he asked for it. His confidence rose as a result of that debrief process. The next time he faces a change, he might be more open to it.
Psychologists call this resilience: a person's ability to adapt well to difficult events that change their lives. By seeing these final stages of the change process through, you'll start to build resilience not only in individuals, but make it part of your company's DNA—and over time, you'll avoid the paralysis and upheaval change can often bring about in favor of efficiency and productivity.
Photo: Creative Commons
Want to keep learning? Explore our products, customer stories, and the latest industry insights.
Conversation starters managers employee 1 on 1 meetings
As a manager, you play an integral role in ensuring lines of communication between yourself and your employees remain open and healthy. One way to do this is by ensuring you and your employees participate in regular, meaningful one-on-one meetings. But sometimes, it can be difficult to know how to start the conversation – and keep it going.
5 skills all leaders need in times of transition
Leadership teams have dealt with a huge amount of change over the last year. But this constant change is par for the course.
The missing step in leadership development: How to evolve high-potential talent for leading through disruption
Continuous disruption is defining the 21st century, from rapid advances in technology to political unrest to pandemics. For organizations, building a strong leadership bench continues to be a crucial strategy in not only surviving but thriving amid current and future disruptions. This brief is the final piece in a series of three created to help organizations define, develop, and evolve strong, agile leaders.