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3 Change Management Best Practices for Fostering Employee Engagement during COVID-19

3 Change Management Best Practices for Fostering Employee Engagement during COVID-19

There’s No New Normal – Only Change

“When will things get back to normal?” We hear this question frequently as changes emerge daily. A global pandemic, economic disruption, technology innovation, renewed calls for social justice, and shifts in business priorities all set the stage for a future of non-stop change. Leveraging change management best practices can help you and your team overcome the fact that there will be no new normal – only change.

Continuous Change is the New Normal

Bain & Company notes that leading companies, “recognize there is no normal to go back to. Instead, (companies) advance into the new future, resisting the gravitational pull to their former state.”

Guiding others through constant change has become the foremost leadership trait to succeed. Informed by the change expert, William Bridges, and the Bridges’ Transition Model, leaders know that change is a transition that does not happen overnight. Employees move through three change phases, including:

  • Endings: identifying and experiencing what will be lost
  • Neutral Zone: feeling the uncertainty of the middle ground between what was and what will be
  • New Beginning: feeling stable with a new routine and direction

However, today’s employees no longer face single, linear changes. Instead they must confront an ongoing cycle of change, repeatedly passing through these three change phases of Bridges’ model. Managing the human side of change, including feelings of loss or betrayal and behaviors related to denial or resistance, will be key.

Change Management Best Practices Model, IMPACT Group

3 Change Management Best Practices

Recognizing constant change can leave employees weary and unsettled as they repeatedly navigate the change cycle. Effective leaders actively address the people-side of change. As depicted in our model, there are three actions that leaders can take to foster employee engagement and adaptability as employees grapple with constant change.

Change Management Best Practice #1: Communicate Change & Stability

Communicate a vision of change alongside a statement of what is staying the same. Yes, priorities and practices are changing. However, remember to also share the deeper values that remain stable. These may be a commitment to service, safety, quality, or other company values or traditions. Research by Venus, Stam, and van Knippenberg published in HBR and the Academy of Management Journal reveals that employee support for change, “was higher when the vision of change was accompanied by a vision of continuity.” To implement this change management best practice, remember to reassure employees that “who we are as an organization will be preserved.” Craft your message to include change and stability.

Change Management Best Practice #2: Connect & Engage

Change can bring stress, fear, isolation, rumors, and conflict – all of which can be exacerbated by remote working. Stay connected with your team during change. Be accessible and plan formal and informal discussions to surface concerns or questions. Express personal interest and empathy as employees navigate the ongoing change cycle. Practice focused, emotional listening.

According to Training Journal Magazine, “The more you can listen, the better [your workforce] can function and adapt to new conditions or circumstances.” Leverage online tools and platforms to establish quality virtual dialogues as you prioritize this change management best practice. In addition, strengthen the human connection and establish trust by expressing interest in others while keeping them actively engaged and informed.

Change Management Best Practice #3: Cultivate Optimism & Resilience

The cycle of ongoing change is filled with both opportunities and setbacks. Innovative leaders cultivate optimism and resilience in the face of adversity. Moreover, they monitor their own reactions to disappointments and fuel a growth mindset in themselves and their team. Encourage and recognize those demonstrating key adaptability behaviors. These may be trying new things, seeking solutions, learning from failure, and remaining persistent. Prepare employees with skills to effectively navigate the landscape of ongoing change.

In summary, Bridges states, “Change comes more from managing the journey than from announcing the destination.” Effective leaders must leverage these change management best practices of communicating change and stability, connecting and engaging, and cultivating optimism and resilience in order to manage the human side of change and build an engaged and adaptable team ready for the change journey.

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Article co-written by Marcia Mueller, VP of Global Leadership Development at IMPACT Group, and Marguerite Ulrich, Founder & Chief Inspiration Officer at Inspire HR Consulting.

Resources:

The “New Normal” is a Myth: The Future Won’t Be Normal At All, Bain and Company, June 5, 2020
Research: To Get People to Embrace Change, Emphasize What Will Stay the Same, Harvard Business Review, August 15, 2018
The Power of Emotional Listening: To Help Leaders Build Emotional Resilience During Difficult Times, Training Journal Magazine, June 22, 2020


Contribution by Marcia Mueller

Marcia is Vice President, Global Leadership Development at IMPACT Group. In this role, she directs a global team to develop and deliver tailored coaching and onsite learning programs aligned with helping organizations achieve business results. Marcia is a board certified executive coach and has particular passion around accelerating women in leadership. Connect with Marcia today on LinkedIn.

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