A common theme in my practice is helping leaders prepare for and roll out change initiatives in their organizations. Two important questions for a leader to ask in this context are Who needs to know about the proposed change in advance? and How will they feel about the proposed change? The answers to these questions help the leader not only focus their attention on the right conversations at the right time, but also to frame their message to have the desired effect.
Depending on the nature of the change, the size of the organization, and the impact on the people who will be affected, some people obviously need to know in advance, while others just as obviously do not. But with many people the answer will be more complex and a matter of sequencing. And some people will have a positive response--they''ll be excited about the change and eager for it to occur. They may even wonder why it's taken so long for the leader to make this move. While others will have a negative response--they'll be anxious, upset or even angry. They will wonder why the leader is even considering this move. And still others are a mystery--the leader currently has no idea how they'll respond and may not find out until they have an explicit conversation.
The graphic above (which you can download as a PowerPoint file) provides an admittedly over-simplified way of mapping an organization's stakeholders as a leader considers who to talk with, and when, and how. If you're a leader considering a change initiative, these points will help you put it to use:
- First, bear in mind that for most people change is hard. Leaders tend to downplay the likelihood of negative responses to proposed changes, both because comfort with change helped them rise to a leadership position in the first place, and because they typically enjoy a greater sense of certainty and control in the midst of change than their employees.
- Given these factors, anticipate that some people will have a negative response, which should be interpreted as an expression of vulnerability (no matter what it looks like on the surface), and your task is to meet their vulnerability with empathy.
- This doesn't mean that you share their response or their rationale, but note that empathy is not agreement. You can give them space to express their concerns without feeling the need to refute or argue with them. A little time can go a long way.
- Be mindful of the importance of sequencing. Some people's response to a proposed change will be significantly affected by when they find out, which will be a function not only of their relationship to you and the impact of the change on them, but also of their need for status and their interpretation of the order in which they were informed. You can certainly err by sharing news of a change with certain people too soon, but you can also err by sharing it with others too late.
- Finally, note the importance of framing. I'm not suggesting that you attempt to overcome others' concerns with a barrage of optimism, but, rather, strive to create a sense of safety that encourages people to join you in taking on risk and uncertainty.
For Further Reading
Brené Brown, Vulnerability, Empathy and Leadership
Accountability and Empathy (Are Not Mutually Exclusive)
Hammering Eggs (Leadership and Problem-Solving)
