Helping people navigate the stress of uncertainty and prevent its debilitating effects during organizational change is a critical role for every change leader. That’s why making time to acknowledge the stress people experience and its impact will help you, your employees, and your organization create healthy and sustainable change.
There’s a lot of talk about resistance to change. The number one question I am asked about managing change is: How do we manage the resistance to change? My answer is, build readiness and you won’t have to manage resistance. Where there is readiness, resistance can’t exist. That’s why I advocate for leaders to help people feel prepared, capable, and supported to move toward something new and different.
The shift to a virtual work environment, new technologies, mergers and acquisitions, and workers’ expectations are just some of the things driving organizational change. Staying relevant, meeting unexpected demands, and thriving means you need skilled change leaders. Leaders who know how to guide your organization and employees accept and work with change instead of fearing it.
