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As sales manager, Cordula B. is in a classic sandwich position. She is valued by the team for transparency, trust and caring. On the other hand, the pressure from the department management on B. is increasing because the change projects for which she is responsible have recently stalled, she writes to the Handelsblatt career coach.
The last feedback meeting with her supervisor in particular weighed heavily on the manager’s stomach. “We’re slipping from one change measure to the next here,” she writes. “People are just slowly getting enough. Now to accuse me of not picking up and taking my employees enough is really outrageous.”
She wonders what she should do to bring the change into the team in such a way that her superiors also take notice.
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Career coach Michael Alznauer answers:
In numerous studies, a lack of communication is declared to be the main reason for unsuccessful change projects. The reverse conclusion is obvious, to see the solution in diligent information and explanations. Unfortunately, it’s more complicated, especially in these challenging times. You seem to be more aware of that than your manager.
In most companies, a lot of time is now invested in order to “sell” necessary changes even more skilfully, to let the famous spark fly and at the same time to empathetically allay fears. Those affected are made participants, the process is managed in an agile manner and it is accompanied by the professionals in corporate communications. That’s all right and important. Nevertheless, the effort is often more impressive than the result. And that has it’s reason.
In this section, readers can ask their questions about jobs and careers – this time management coach Michael Alznauer provided the answer.
How we perceive change is something very personal. Some experience themselves as winners, others as losers in a development. And even when we endorse something new, we often struggle with old habits for a long time. The fact is: A goal that fascinates and inspires everyone is a myth.
In addition, few leaders have much influence over what they are expected to achieve with their team. This is especially noticeable in interface positions like yours.
Change goals are often given as being without alternative. Processes must be faster, cheaper and better, strategies must be implemented more consistently and the digital transformation accelerated. The number of winners on the employee side is limited.
So let’s not fool ourselves: Viewing the successful change process primarily as a communication problem, in which we only have to properly pick up those affected and take them with us, does not go far enough. Leadership in dynamic times demands more. Namely:
1. Don’t let any misunderstandings arise
We have all adjusted our everyday life to the usual tasks and processes. This means that almost every innovation is annoying at first. We only change what is absolutely necessary and rely on getting our old life back.
Only when we realize that there is no going back do we adapt to the new circumstances. We develop new routines and skills. The perceived stress then decreases again.
In practical terms, this means: Make it clear that there is no hope of going back, Ms. B. This may sound harsh, but it is an act of caring. All delays, holding on and inconsistent actions prolong the strenuous transition phase for everyone involved.
My tip: Make sure the team doesn’t mistake your caring for indecisiveness.
2. Get rid of energy killers
Since every change is exhausting, we get even more annoyed at such times with unnecessary difficulties and conflicts. We instinctively feel that we now need our strength for the really essential tasks. That being said, many of us are certainly having to conserve our energies after the long months of the pandemic.
Therefore, launch a team initiative and ask yourself what saps your energy in everyday life. Which stones have to be cleared out of the way to realize the change in your team? And in return, what good can you and your team members do for each other to give yourself strength in this time of change?
As a reminder: If you allow important innovations to end up on the list of “energy killers”, you painfully prolong the transition phase.
3. Become a personal companion
Precisely because changes are experienced very differently, change projects can be planned abstractly, but not managed according to the script. That remains the task of individual, day-to-day management work. This is about clearly formulated expectations, honest feedback and pedagogical help.
Make sure you’re up-to-date on your employees’ challenges with regular one-on-one meetings. In all phases of the change process. This allows you to address personal issues and at the same time make sure that nobody strays from the path. See yourself as a mix between tour guide and coach.
Supervisors who have a history of not valuing a good relationship with their employees are rarely given this role. Only wanting to build trust when you urgently need it is hardly possible.
That’s why it’s wonderful that you can already count on a high level of acceptance in the team, Ms. B. In doing so, you have created a valuable basis for the success of this three-point plan in the past.
More: How do I lead a team and continue to work professionally?