There is a reason that 70% of all change projects fail. Normally it is because change is rolled out like this:

  1. The management group have a strategy day to discuss the future of the organisation, normally without obtaining feedback from employees
  2. The management group comes back and informs organisation about said change all the while employees have started the treadmill of rumours
  3. Employees are asked and are expected to embrace and implement changes in culture and behaviour

To ensure employee engagement and involvement in the change process, you have to enable and engage people to be a part of the change. Allowing everyone a voice is important to as well as an ability to feedback their fears, thoughts and concerns. And, remember that employees go through the change curve or transformation curve slower than the management group.

Organisations built on a traditional business model tend to have communication channels that aren’t optimal and limited ways of transmitting information through the company. What we normally say is that it’s always ok with more information, and, in an organisation that goes through major change, it’s almost impossible to communicate too much.

3 ways to engage people through the change curve

  1. Listen. Actively listen. Do not listen to reply. Listen to understand and get all information, also what they are not saying so that you can get a sense of where they’re at
  2. Communicate. More than you think is necessary, get their feedback. Ask staff what they think and feel about the changes. Amend as necessary.
  3. Involve your people. Allow the most engaged to become change ambassadors to drive the change from the bottom up and inside out.

The Underappreciated Role of Middle Managers in the UK

In recent months, as there have been indications of a potential economic downturn, numerous companies have announced layoffs as a means to reduce costs, and middle management has frequently been a common target.
The Harvard Business review also reports that through their years of advising clients and conducting research on workforce trends, they have observed that this critical organisational layer often experiences significant reductions.

How to Navigate a Culture Change

Over the past few years, there has been a remarkable transformation in the definitions of work culture, which essentially refers to “how things are done here.” Numerous elements like processes, technology, workflows, and training have been undergoing significant modifications as leaders strive to adapt to global pressures and fulfill the evolving expectations of employees.

Supporting Middle Managers in The Hybrid Workplace

One of the biggest challenges faced by leaders is how to provide the best possible support to their employees, especially mid-level managers who directly support their teams. According to the UK Economist Impact Report – nearly all survey respondents (98%) want to or already have rethought their office space or deployed hybrid working technologies. In addition, 71.5% were looking to increase their spending on digital workspaces.

Hybrid working – best practice to adapting!

Employees are clear on one thing — they want the flexibility to choose between remote, hybrid, or office-based working arrangements. In the UK research suggests that the benefits relate to flexible scheduling, personal cost savings, the absence of commuting and improved home care opportunities, for pets, children and/or relatives

Building Resilient Organisations

Recovering from disruption is difficult, but some organisations have managed to overcome and become even more resilient, thanks to a systems mindset emphasising agility, psychological safety, adaptable leadership, and cohesive culture.

Top People and Change Trends for 2022

Coping with big challenges such making hybrid teams work and deciding when, or whether, to get people back in the office, have meant that leaders themselves have had to shift to become more agile themselves.

Here’s a few ideas about how to keep ahead of the change curve that is coming at you in 2022.