Change leadership: the top three skills a change leader must have to drive successful change.
Introduction.
Change is inevitable and necessary for organisations to continue to be relevant in a business environment that is facing increasing ambiguity, uncertainty, and complexity post-pandemic. The downturn in the economy, the rise of AI and a rapid shift to a hybrid workforce are added layers of complexity that organisations need to navigate. Under these conditions, there is an increasing need for organisations to be adaptive and proactive in making changes, whether it’s introducing new technologies, products/services, rethinking ways of working, improving processes and infrastructure, or shifting to a different way of thinking and behaving. However, about 70% of change initiatives fail, and one key factor that contributes to this or can be the antidote is effective change leadership. In this article, we'll delve into the world of change leadership and explore the top three skills that a change leader must possess to drive successful change. But first, let's clarify the difference between a change leader and a change manager.
Change Leader vs. Change Manager.
While the terms "change leader" and "change manager" are often used interchangeably, they represent distinct roles within the change management process. A change manager is primarily responsible for keeping a change effort under control. They ensure that the change is executed efficiently and according to plan and that impacts are minimised. On the other hand, a change leader focuses on guiding employees through the transformation journey and fostering a positive change culture. Any leader who is required to win the hearts and minds of employees to do their work in a different way is a change leader.
Now, let's dive into the top three skills that a change leader must have to drive successful change.
Storytelling: Creating a personal connection.
A change leader understands their critical role in creating the climate for change and helping employees personally connect with a compelling reason for why the change is necessary and the vision of the desired outcome.
One of the most powerful tools in a change leader's arsenal is storytelling. Effective storytelling helps convey the purpose, vision, and benefits of the change initiative in a way that resonates with employees on a personal level. It goes beyond mere facts and figures or reading off some PowerPoint slides; it taps into the emotional aspects of change, making it relatable and compelling.
A skilled change leader is thoughtful in crafting a compelling narrative that answers the "why" behind the change. They must be able to communicate the following elements through storytelling:
Purpose: Employees need to understand why the change is necessary. We call this the “case for change”. A change leader should articulate the current challenges or opportunities that drive the need for change. This clarity provides a context that helps employees connect with the initiative.
Vision: Paint a vivid picture of the desired future state. Describe how the organisation will look and function once the change is successfully implemented. A strong vision creates a sense of direction and optimism among employees.
Benefits: Highlight the individual and collective benefits of the change. Explain how it will improve work processes, job satisfaction, career prospects, or customer satisfaction. People are more likely to embrace change when they see how it positively impacts them.
Challenges: Acknowledge potential challenges and obstacles along the way. Being transparent about the difficulties allows employees to prepare mentally and emotionally for the journey.
A change leader's ability to tell a compelling story that incorporates these elements and is delivered in an authentic way can inspire trust and enthusiasm among employees. When employees understand the bigger picture and feel connected to it, they are more likely to actively support the change.
Inspiring and motivating others: Leading by example.
Change can be daunting, and it often triggers resistance or scepticism among employees. This is where the change leader's role in inspiring and motivating others becomes crucial. A change leader must lead by example and demonstrate unwavering commitment to the change initiative. Here's how they can do it:
Be a role model: Exhibit the behaviours and attitudes that are expected from employees during the change process. If the change involves adopting new technology, show enthusiasm for it, be open to learning, and be visible in using the technology. Leading by example sets a standard for others to follow.
Provide support: Understand that people may experience anxiety, uncertainty, or frustration during change. Be empathetic and offer support. Encourage open communication where employees can voice their concerns and seek guidance.
Celebrate small wins: Acknowledge and celebrate the achievements and milestones along the way. Recognising and rewarding progress boosts morale and reinforces the belief that change is making a positive impact.
Foster a collaborative environment: Encourage teamwork and collaboration among employees. Create forums for sharing success stories, best practices, and lessons learned. Collaboration fosters a sense of belonging and collective ownership of the change.
Maintain transparency: Keep employees informed about the progress of the change initiative. Share updates, feedback, and outcomes regularly. Transparency builds trust and reduces uncertainty.
By inspiring and motivating others, a change leader can instil a sense of purpose and determination in the workforce. When employees feel motivated and supported, they are more likely to embrace the change with enthusiasm, commitment, and resilience.
Empathy: Understanding the human element.
Empathy is a fundamental skill for any change leader and is taking on a new level of importance in the current business environment. Change leaders demonstrate empathy when they personally appreciate and relate to the feelings, concerns, and perspectives of employees who are navigating the change. Empathy allows a change leader to connect with individuals on a human level and address their emotional needs. Here's how empathy plays a pivotal role in change leadership:
Listen deeply: Practice listening with open, receptive, and undefended presence by paying close attention to what employees are saying, what they’re not saying, their tone, posture, and energy. Inquire and ask open questions to allow them to express their thoughts, fears, and questions. Empathetic listening fosters trust and demonstrates that their voices are heard and valued.
Acknowledge resistance: Accept that resistance to change is a natural human response. Instead of dismissing it, empathise with the reasons behind it. Try to uncover the underlying concerns and work collaboratively to address them.
Demonstrate empathy through communication: When crafting your messages and communications, take the time to step into your employee's shoes and consider what they are likely to be concerned about, what will be important for them to hear and understand about the change that will provide clarity, build trust, and inspire commitment.
Provide appropriate support: Listening deeply enables the change leader to better understand the appropriate support to help the employee adapt and transition to the change (e.g., taking the time to translate what the change practically means for them or helping them to re-prioritise their workload). For employees who may be struggling emotionally during the change, provide resources and access to counselling, mentoring, or stress management programs.
Be patient: Change takes time, and not everyone adapts at the same pace. Show patience and understanding as employees navigate the transition. Avoid applying undue pressure or criticism.
Empathy is not just about understanding the emotions of others; it's about taking actions that demonstrate care and support. When employees feel that their well-being is a priority, they are more likely to engage positively in the change process.
Conclusion.
In the realm of change leadership, the ability to drive successful change goes beyond mere project management skills. A change leader is someone who can inspire, motivate, and connect with employees on a human level, fostering a culture of adaptability and growth. To achieve this, a change leader must master the art of storytelling, crafting a narrative that makes the change purposeful and relatable. They must inspire and motivate others by leading by example, offering support, and celebrating small wins. Finally, they must possess empathy, understanding the emotional rollercoaster that accompanies change and providing the necessary support and reassurance.
Change leadership is not a one-size-fits-all endeavour. It requires adaptability, resilience, and a deep commitment to the well-being and success of the people involved. When these three essential skills—storytelling, inspiring and motivating others, and empathy—are wielded effectively, a change leader can guide an organisation through even the most significant transformations, ensuring that the journey is not just successful but also deeply meaningful for everyone involved.
Joahnna Corvetti, Director