The Best Way to Deal With Change is to Change the Way We Change


Change is a constant that impacts all facets of our life, for our entire life. Understand, change does not just happen, it is caused. How we respond to change either when it’s needed or how it is imposed on us will determine how successful we are in life and our career.

Let’s admit it, no matter how large or small, most of us are leery of change. Even if we are unhappy with our current situation, we are still more comfortable with the status quo. In short, most of us prefer the known to the unknown. And yet, it’s how we deal with the unknown that will determine our future.

Can’t Change Everything All At Once

Change is so ubiquitous in life and business it would be impossible to explore all the variants of change in a short piece such as this, so I will focus on the most effective way to deal with change in business, from the standpoint of management.  

Assume you are a CEO, senior executive, division manager or department head in an established company or an entrepreneur building your own growing company.

You have concluded that, for whatever reason, changes need to be implemented. It could be due to increased expenses, declining sales, technological advances, market changes or increased competition. No matter the reason, change is change and if it is not properly implemented, it could cause more problems than it solves.

Change Out Of The Blue

Delta Airlines is a recent example of a business implementing changes intended to solve one problem that resulted in even worse problems. Last year Delta, completely out of the blue, announced radical changes to its SkyMiles frequent flyer program, that significantly increased requirements for travelers to earn Elite Medallion status and stringent new entrance requirements to its Sky Club lounges. (One writer estimated that going forward flyers would have to spend $35,000 a year to earn and keep Medallion status and unlimited access to the Sky Clubs.)

Prior to announcing these changes, Delta offered no communication, no warning, no explanation and no marketing efforts intended to “sell” the changes to hundreds of thousands of flyers impacted by these changes.

To no one’s surprise – except apparently for Delta executives – there was an immediate tsunami of angry complaints from thousands of Delta customers. To Delta’s chagrin, customer anger at the company over the changes began to trend on Twitter and other social media sites.

Delta management’s initial response to the customer upheaval was a lame explanation that the changes were simply intended to make the “Elite” status truly elite. You can imagine how that went over with thousands of Delta frequent flyers.

The brouhaha caused by Delta’s frequent flyer changes so enveloped the company that its CEO had to make a humiliating statement apologizing to Delta’s customers and rescinding most of the changes. This was the right thing to do, but there is no telling how much the self-inflicted damage caused by this fumbled change has sullied Delta’s reputation among frequent flyers.

If Not Delta’s Way, What Is A Better Way To Implement Change?

People may never love change, but there are a few simple actions that if implemented will make a needed change much more palatable to those impacted by the change.

 Change Should Never Come As A Surprise

Change should never come as a surprise. The announcement and implementation of change should be anticlimactic for those who will be impacted by the change. The best way to take the surprise out of change is by including those who will have to change in the process of change. As a result, they will not be taken off guard and inclined to resist when the change is announced.

Communicate The Need For Change At The Beginning Of The Process, Not At The End

Early, honest, open and encompassing communication both prevents and solves many problems. The same is true when it comes to dealing with change. Educating those who are going to be impacted by change to the need for change is as important as the change itself. Understanding the need for change makes it easier to accept when change is announced.

Fully Involve Those Who Will Be Impacted By Change In The Structure Of The Change

It’s important for a change leader to own the objectives and potential benefits of change, not the actual form and structure of that change. This translates into allowing those who are going to have to accept change to offer input into what the change will look like. This does not mean all their ideas would be accepted, but as long as they are taken seriously and feel they were honestly involved in the change, it will condition their buy-in when the change is announced.  

To Make The Implementation Of Change Go Smoother – Employ the “Leak Strategy”

Once the process of implementing a change has been completed, but not yet formally announced, there is one final step to take to help insure the change will be accepted. It’s called the “leak strategy.”

This strategy is employed by identifying the “influencers” among those who will have to accept change and outlining the plan to them. By letting these influencers in on the “secret” of the coming change you signal they are important to the success of the change. This has two benefits: It gives you one last chance to judge reaction to the change prior to introduction. And make further adjustments if needed. The other benefit is that these influencers will go back to others and “leak” the secret to them. In essence, these influencers are the ones who actually “sell” the changes to those who will be impacted.

Change Is Change No Matter How It Is Disguised

My experience is that dealing with needed changes in business is never easy. After all, change is change and no matter how much it is needed or the ultimate benefits it can bring, those who will be impacted by it will be naturally resistant. However, I have learned that that if the steps listed above are employed, they offer the best chance of achieving successful change management.

                                                ###

Bob MacDonald – Former CEO of ITT Life; founder of LifeUSA; retired chairman and CEO of Allianz Life of North America; author of numerous books on business, management and leadership. Bobmac5201@gmail.com

 

 

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