Change is an essential part of any healthy business. If a business is to progress and evolve you have to be willing to embrace change. However, a period of transition inevitably brings with it numerous challenges, not least of these are the “people issues.”

As a leader, one of the most difficult aspects of working through change is managing the human side of the business. Let’s face it, most people are resistant to change. Change can bring about doubt, fear and indecision – any of which is enough paralyse your team.

One of the keys to successfully navigating any period of change is ensuring that the human side of the business is properly prepared and managed and there are several ways you can do this.

Make clear the reasons for the change

Not understanding the reasons for the change is one of the quickest ways to ruin motivation. If your business is going through a transformation, make sure that everyone understands why it’s happening and what to expect in terms of outcomes, benefits and challenges. If your people have to work through a period of disruption, they are less like to become frustrated or disillusioned if they have a clear understanding of the reasons behind the changes.

Make sure people know how they will be affected

When faced with changes at work, most people will immediately think “How will this affect me?” However, few people will actually come straight out and ask that question. Take the time to explain to the people how it will affect them, rather than focusing solely on how it will affect the business.

Two-way communication

As with any aspect of people management, communication will be the make-or-break factor in keeping your team motivated. However, clearly explaining the reasons for the change and how your people will be affected is just the beginning. Provide regular updates on how the project is progressing and check in with your people to find out how they are coping. Remember that new questions and concerns will continually emerge as the project progresses. Make sure that these are regularly and promptly addressed.

Be honest

Never try to sell a negative change as a positive one. Chances are your employees will immediately see through the spin, resent you for it and be less inclined to buy in to the change. If the change is negative, be honest about the reasons for it and the necessity of it. If the change will have short-term negative effects that will ultimately lead to a positive end result, be up front about that too. If the changes will negatively affect a particular department more than others, you should acknowledge this. Hearing the truth up front and from leadership is better than finding out that something has been concealed.

Make room for individuals

Remember that people are all different. If you’re making significant organisational changes there is no single timeline for getting people on board. Some will understand the reasons and start working towards those ends almost immediately, while others may take some time to come around to the merits of the project. Give people the time, the freedom and the resources they need to come to terms with the changes. Make note of the people who are struggling and help them where you can.

Be aware that it’s likely that you will not bring everyone around. There will always be those resistant to change and wedded to the old processes who will – consciously or unconsciously – work to undermine the changes. Make sure that these destructive attitudes are not allowed to take root. Discuss the issues with these people and don’t be afraid to be direct

Effective communication can be a powerful tool for improving productivity. Good communication practices cut down on wasted time, empower employees and improve workplace culture. Let’s have a quick look at how improving communication can have a positive effect on workplace productivity.

Give your staff what they need to succeed

When laying out a project, ensure your people have all the information they need right from the beginning by providing a detailed project brief or plan. It will help to avoid misunderstandings, ensure everyone knows who is responsible for what and set your team up for success.

Remember that information that may seem obvious or extraneous to you, may not be available to your team and could be invaluable. Don’t assume that everyone has the same view of the project that you do.

Provide a clear view of the business

Employees feel more empowered and are more likely to take ownership of their work when they feel involved in the entire business process. Regular executive level updates, communication across departments and involvement with and understanding of the overall business direction will all help your employees to feel more involved in the business. Regularly providing a clear view of the overall business direction and the employees’ place in it means that your people will be more likely to understand the value of their work in the larger context of the business.

Listen to your team

Communication isn’t just talking; it’s also listening. Communicating with your team means listening to them, which will help you identify what issues they have that might be affecting their productivity.

Don’t forget that your employees are people. Good communication will foster better relationships between management and employees and will bolster team morale and develop company culture.

Being only a couple of months out from the end of financial year (EOFY), now is the time to be prepared. During this time we know your business is already under the pump, but it is important to be on top of everything so that, when the time does come to get your affairs in order, you’ll be prepared. Over the next 3 months LMA will be exploring the different aspects to productivity and preparing for the end of the financial year.  We hope these newsletters will help you get prepared for EOFY, and run you through a few things to keep in mind in the lead-up to EOFY.

It’s a key step for a business to remain on top of this critical time of year. It’s time for renewal, a fresh start and revisiting old goals to set or adjust new ones. Making small steps now can bring up potential problems, allowing your business to be on top of these issues before they arise.

Grant Sexton – Founder and Director

With the end of financial year approaching, many businesses are inundated with tasks to bring the year to a close, ranging from complying with tax obligations to meeting sales targets. However, it can also be an ideal time for businesses to take stock and strategically prepare for a successful year ahead.

There is always pressure on businesses to reduce costs and be more efficient. By taking a strategic approach to planning for the new financial year, these businesses can make sure they are in the best position to do this in the right way.

Grant Sexton – Founder and Director

Building her ‘slight edge’ was clearly not enough for Sue O’Rourke as she returns to fine tune her sales skills in 2018 with LMA.

Sue complete her first course with LMA last year – The Performance Edge – and instantly saw the improvements to her productivity and planning.  Sue says, “So many of the LMA tools have helped me on a day-to-day basis improve my use of time –  I use discussion planners for key people I need to share info with, I use my diary so much more effectively now dividing tasks into important/imperative. So many other things!”

“Continuous reflection about whether I am working on a High Payoff Activity, whether tasks could be delegated and implementing strategies to reduce interruptions,” she adds.

Flourish Australia, a charity that supports people with the lived experience of mental health issue, saw the improvement in Sue’s management of one of Flourish Australia’s social enterprises, Figtree Conference Centre, and signed her up for The Sales Edge program in 2018.

Sue’s experience as a mental health worker plus her experience managing her own business assisted her managing the tension between the two goals of the business; financial sustainability given high wages due to lower productivity and supporting our employees with their wellness and transitioning them to open employment. However, the Sales Edge program is helping her build on the sales and growth of the enterprise.

“As a result of what I learned during The Performance Edge in regards to productivity and the sales skills I have fine-tuned in The Sales Edge, I have achieved so many Win / Win goals – purchasing new venue management software to more efficiently handle quoting and venue enquiries and better CRM input. Improved financial reporting was a Win/Win goal I have achieved, as was sending out quarterly newsletters to customers.”

And where to from here for Sue? “My manager had previously done TPE with LMA, hence his suggestion I do it. I have since enrolled the supervisor in our venue in the Success Strategies for Team Leaders and Supervisors (SSTLS) course. So LMA language and tools are becoming part of Flourish Australia.

And…LMA have become my customer. They now run many courses out of Figtree Conference Centre in Sydney Olympic Park. Definitely a Win/Win!”

Jim Mildren from Boral has worked with LMA over many years mentoring many of Boral’s operational staff through our LMA courses. If you’re looking for someone with great mentoring experience, Jim is your man!

As the Concrete Operations Manager – Country North for Boral Construction Materials.  Jim is responsible for concrete production in Cairns, the Tablelands, Townsville, Mount Isa, Weipa. In total, Jim’s area employs 53 staff in total, including 4 direct reports.

“The people I’ve mentored with through LMA have generally been direct reports.  I’ve tried to be a guide and sounding board rather than taking a directive approach as I’ve found that people get a lot from the course when they assess their own attitudes and make their own decisions.”

Jim’s experience mentoring people was generally focused on the Challenge of leadership course. Quite a few front line staff from his organisation have completed LMA programs after his encouragement.  Jim believes LMA courses gives his staff a good grounding in people management skills, but more importantly it teaches people to critically evaluate their own performance and to make improvement plans for themselves.

“All of our participants have been able to make improvements to their businesses that more than paid for the cost of the course.  In addition to that we receive the intangible benefits that a more confident manager is able to provide.  I find that my people are more likely to let me know about a solution than a problem.”

Jim feels that the best part of the experience is the satisfaction of helping someone get closer to their potential and has witnessed this first-hand time and time again with LMA Participants. 
“We tend to have people come through the ranks to our front line management positions and it is a great feeling to be able to assist someone to transition from a hands-on role into a position of responsibility,” he says.

After seeing the benefit Jim’s mentee’s received, Jim decided to enroll in his first LMA course, the Effective Personal Leadership program which focuses on developing personal motivation, emotional intelligence and self-image to improve how you perform, respond and lead. Jim is eager to embrace this new challenge, “It has been some time since I participated in formal study so this is an exciting opportunity for me.”

Change, and our ability to make it work for us rather than against us, has become a defining characteristic of successful individuals, teams, departments and organisations. Our ability to cope with change has been forced to strengthen, as change has become the very essence of a thriving organisation. Despite knowing all this, change is still often greeted with fear and avoidance. Why? We fear change at work for a variety of valid reasons. Many of these fears are associated with a fear of failure, fear of rejection, fear of criticism, but often more than not, fear of the unknown.

The existence of change is inevitable and necessary, and isn’t going to go away by simply ignoring the issues as they arise. Instead, by being prepared to take on the many changes that can present themselves along the way, everyone in the organisation can learn to overcome the fear and embrace the changes ahead with positivity and intention.

For the forward-thinking organisation, leader or manager who seeks to make the most of the future, change is the vital ingredient that must be present, welcomed and nurtured. Below are a few suggestions below on how to help your team tackle change better, and how you can lead through change with skill and prowess.

Recognise that change does happen and it has a purpose

The first thing to address is the attitude toward the presence of change. Renewal and growth through change has meant employees and leaders at all levels of organisations have become accustomed to change in the form of restructuring, reinvention, decentralisation, centralisation, the creation of multi-disciplinary teams, and forms of flexible work practices.

Whether it be a staff reshuffle, a merger or a budget dilemma, there is nothing to be gained in denying that the change is happening. Instead, by recognising the presence of the change, fear of the unknown is addressed in the early stages. By coming to terms with the situation, encouraging optimism around it and discussing the next step, change can be approached more positively, and in turn more productively.

Communicate, communicate, communicate

In a situation of organisational change, communication cannot be an afterthought. It has to be a core component of the steps toward incorporating the presence of change into future actions. Periods of change require an effort by everyone involved to be on the same page. Any communication gaps can immediately be filled by rumours and speculation, which create even more fear around the idea of change. If employees are given the opportunity to effectively communicate their fears to co-workers, leaders and managers within their organisation, their concerns can be better addressed and alleviated. Empathy can be the greatest communication tool you have.

Acknowledge that incorporating change happens in stages

Often change in the workplace can simulate the same stages as grief – shock, denial, anger and finally, acceptance. In order to reach the point of acceptance (and the end goal of moving forward) the previous stages will need to be progressed through, both individually and as a group. The progression from one stage to the next may not be a smooth one, nor may it happen at the same rate for everyone involved. Have an understanding of the stages that you and your team will need to progress through in order to reach the final positive position of acceptance. It will help you to have more empathy for those around you, and to be able to provide support when required.

Be flexible, be realistic

In essence change is about being flexible. By being inflexible with how you approach a changing situation, you are diminishing your chances of being able to cope with the end result of the change. Instead, your ingrained thinking patterns will be out of step with what the new situation requires and you will be left behind.

Take a good look at the requirements of the new situation. You may need to learn new skills, integrate different processes or redirect resources. Be honest with what is required and see the change as an opportunity to streamline and learn. Come up with a plan to deal with the change for yourself and for your team and begin executing it as soon as possible.

Remember that a change in organisational structure can also present a perfect opportunity to shake things up individually and at a team member level too. Incorporate feedback on individual staff members to encourage performance through the transition time, but keep your expectations within the parameters of what is possible.

See the bigger picture

Change is something that is definitely here to stay. The necessary approaches to tough times require new ways of thinking and an understanding of the importance of fluid thinking. Change can be frightening, disruptive and overwhelming. However, with the right attitude and a predetermined set of actions that can guide you and your team through, you can find the opportunity in any situation and learn to embrace change for what it is: possibility.

Take LMA’s Leadership Employment and Direction (L.E.A.D) Survey to have your say about what changes most affect the modern workplace.

“In the past, for reasons I try to explain, I’ve often felt I had to be careful in public, like I was up on a wire without a net. Now I’m letting my guard down.”
Hillary Rodham Clinton

LMA is delighted to partner with The Growth Faculty in bringing Former Secretary of State, Hillary Rodham Clinton to Australia and New Zealand for the very first time.

Limited Tickets – Book Now

Free from the constraints of running, Secretary Clinton will share the intense personal experience of becoming the first woman nominated for president by a major party in an election marked by rage, sexism, exhilarating highs and infuriating lows, stranger-than-fiction twists, Russian interference, and an opponent who broke all the rules.

“From lawyer and activist, to first lady, senator, secretary of state and presidential candidate, Hillary Clinton’s extraordinary career and story of resilience is one that fascinates and inspires business leaders and people everywhere.”

Karen Beattie, Managing Director, The Growth Faculty

Enter LMA’s FREE Ticket Draw Here For Your Chance to Win a COMPLIMENTARY Ticket.

Don’t miss one incredible evening with Hillary Rodham Clinton.

BOOK AUCKLAND | BOOK MELBOURNE | BOOK SYDNEY

Auckland – 7th May 2018 | Melbourne – 10th May 2018 | Sydney – 11th May 2018