CHANGE MANAGEMENT: How to Prepare for a Challenging Future

Our country is in flux. How many times lately have we heard the pundits say things like: “unprecedented”, “never before in history”, “not since the Great Depression”, “recession”, “collapse”, “meltdown” and all sorts of other alarming words and phrases. It’s enough to send us all running in the streets panicked and screaming. Despite the bleak current circumstances in our country and even globally, we are not pulling out our hair (yet) or jumping from buildings. We are, however, feeling pressure, stress, and frustration over what is a continuous downward spiral in our economy. We are fearful, and we feel a loss of control over what we can do about it. It seems too big for us. As business leaders, managers, supervisors, employees and heads of households, we feel trapped. We are in a huge mess not necessarily by our own doing. Yet, in some way, we know we’ll have to pay.

So what do we do? How do we trudge through this time of uncertainty and anxiety? Many of us are being challenged financially. For some, it feels like a temporary pinch in the budget. But to others, it’s like a gut punch when you weren’t looking. Many people are finding themselves newly jobless or hanging in that unenviable place called “limbo” because of mergers and acquisitions. Unfortunately, more dire predictions are being made each day. Morale is declining, folks are less engaged at work, and many are updating resumes. How do leaders on the job help their employees deal with the vast amount of changes they are facing everyday when those changes are perceived negatively? How do we keep good people on board and avoid the cost of having to sift through a shrinking talent pool?

There is an answer. Regardless of how dismal the present is and how daunting the future is predicted to be, there are ways to overcome. At minimum, three thoughtful steps can be taken to not only stay afloat through these tumultuous tides, but to rescue ourselves and take refuge on higher ground.

Step One: Don’t panic. Don’t stress.

Those reactions are usually our first and longest lasting responses to unwelcome changes. It’s easy to become stressed in difficult times. We slip into it without realizing it; and before we know it, we are consumed. We run through all of the “what ifs”, and we worry. The doom-sayers and dooms-dayers compound our fears with reckless speculation. Undeniably, the road ahead will be long and rough. But how we stand and fight will determine if we survive. I have yet to witness where worry and stress have produced successful results. What I have found is that they cause us to lose focus, to lose faith, to want to give up, to stop trying as hard, and to accept defeat. We make excuses for our poor performance, and the blame game runs rampant. It’s our negligence in choosing to think strategically through the muck and mire that makes our situations more challenging. Just because the sky is falling doesn’t mean you have to stand there and let it bop you on the head. Find ways to build a sturdier shelter.

Step Two: Think through the hurdles and plan how to clear them.

It’s time to think strategically. In times of rapid and uncontrollable change, we must look at all the spots in which we are vulnerable and create a realistic, feasible plan on how we will bolster ourselves and our companies in those areas. We must look at our strengths and the strengths of our companies and find ways to capitalize on what we do well. We must look at what we are selling—our products, our services, ourselves—and we must find ways to make them more valuable to our customers than ever before. Now is the time to unify our various departments and allow creativity among staff. Companies must create an environment where new ideas can be shared and heard and considered. The people who are closest to the customer will have a better idea of what the customer wants. Ask them! When your company can be creative and innovative at a time when so much negative change seems to be in the midst, then it stands apart from the competition. Oftentimes, the smallest change makes the biggest difference.

Step Three: Equip your people with what they need to grow and perform.

Most companies like to cut training for their people in lean times. Consider this: the people are the ones that make a business successful, not just the product. A company can offer great goods and services, but if the skill level of the folks providing those goods and services is mediocre, then it will perform as a mediocre company. Conversely, if the company equips its people with the skills they need to function at a higher level within the company and especially in front of the customer, then it can expect to outperform the competition. This is no time for leadership to cut corners in how they lead or for employees to grow slack in how they serve. Customers will be tightening their belts also, and they will not waste a tight budget on companies that offer forgettable, minimal or even shoddy service. Now is the time to exceed customers’ expectations. Training will help your leaders and employees discover how to do so from every angle.

To continue the mantra of President-elect Barack Obama, “Yes we can!” We must believe we can succeed through these difficult times. All that’s left is, “No we can’t”. And who wants to believe that?