Change management is not just about implementing new systems or processes; it's about managing people's reactions to those changes.
Managing change effectively is critical for the success of any organisation. For interim managers, who are often brought in to drive transformation, understanding the psychology behind change is vital.
According to a McKinsey study, 70% of change initiatives fail, primarily due to resistance from the internal team and insufficient support from leadership. By understanding the psychological factors at play, interim managers can increase their chances of success, ensuring that change is not just implemented but embraced.
The people side of change
Interims often focus solely on the technical aspects of the change they're implementing, such as timelines, milestones and KPIs. No matter how well-planned your assignment is, projects can quickly fail if the team don't adopt the change.
Whether introducing new systems, policies, or technologies, successful change implementation hinges on individuals transitioning from the current state to the desired future state.
When the team are left uninformed about a change, they may feel anxious and uncertain about their roles and future within the company, which can breed resistance and lead to the failure of the change initiative.
Effective change management is essential for preparing, equipping, and supporting employees throughout the change process, thereby enhancing the chances of a project's success.
Understanding resistance to change
Resistance to change is a natural human reaction, often rooted in fear of the unknown, loss of control, or concerns about competence in a new environment.
The impact of this resistance is huge, with studies showing that up to 45% of employees feel anxious when changes are announced. Interim managers should start by acknowledging this resistance and understanding where it comes from.
What can you do?
Communicate early and often - Transparency is essential. Engage in open dialogue with the team to allow them to voice their concerns and feel heard.
Building trust and credibility
Trust is the foundation of successful change management. Employees are more likely to embrace change if they trust the leaders managing it. For interim managers, building trust quickly is essential, as their time in the organisation is limited.
What can you do?
Be visible and approachable. Take time to introduce yourself to employees, understand their roles, and listen to their concerns. By being present and showing empathy, you can build rapport and establish yourself as a trustworthy leader. Consistency in words and actions also goes a long way in building credibility.
Creating a vision for change
A compelling vision is a powerful motivator. People need to see the bigger picture and understand how the change aligns with the organisation's goals. For interim managers, crafting a clear and relatable vision helps the team understand the purpose behind the change and the benefits it will bring.
What can you do?
Use storytelling to articulate your vision. Stories are a powerful way to communicate complex ideas. Share success stories from other organisations or past experiences that highlight the positive outcomes of change. This approach makes the vision more relatable and inspires employees to support the change.
Focus on the results and benefits
In change management, even if organisational goals are commendable, not everyone will be motivated to change their behaviour for the collective benefit. This is why it's crucial to focus on “What's in it for me?” to encourage individuals to embrace and personally invest in the change.
Building this desire is key to motivating employees to actively support their roles, reducing resistance, and driving engagement throughout the transition.
Change management can actually encourage adoption if you can create a sense of shared identity or help individuals connect with their intrinsic and extrinsic motivations related to the change.
Reinforce changes
If changes are not sustained, they become superficial, and employees will revert to their old systems, processes, and work habits.
Organisations need to plan for and allocate resources to reinforcement activities instead of moving on as soon as the change goes live. Effective reinforcement tactics include celebrating project milestones, offering rewards and recognition, and implementing corrective actions for undesired behaviours.
These reinforcement activities should be integrated with the organisation's management and operational processes, reporting structures, and measurement procedures.
Conclusion
The psychology behind successful change management is about understanding human behaviour and using that understanding to lead people through change. For interim managers, mastering this psychology can mean the difference between the success and failure of a change initiative.
People are more likely to embrace change when they feel secure, motivated, informed, and supported. Understanding the underlying reasons that people change is essential for creating and implementing the most effective change management strategies. Incorporating the psychology of change leads to more successful project outcomes. After all, organisational change happens one person at a time.
