Leading Organizational Change Post COVID-19

Tagged with: Employee Communication, Leadership Training

Change Leadership

According to a 2018 Forbes Insight survey, more than a third of survey respondents said that their employees are actively threatened by change – two years and one pandemic later and imagine how those employees are feeling right about now. On this episode of ProjectHR, Dr. Mark Rogers will talk with us about change, and leading change leadership in your organization. Here's what we discuss about change leading organizational change:

  • Why we fear change;
  • How changing your mindset can help you find opportunity within disruption;
  • Why it's so important not to "Normalize the Abnormal"; and
  • Using empathy and vulnerability to help and be helped during this crisis.
Change Leadership

Dr. Mark Rogers 

Change Management Consultant

“How do we accept the fact that we're out of control and get at peace with the fact that we can't control ‘control’? We can choose how we respond and the actions that we take, personally, to deal with what's coming at us, and that gives us the control." -Mark Rogers #OrganizationalChange #HRPodcast

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Why Does Change Scare Us?

  • According to a 2018 Forbes Insight survey, more than a third of survey respondents said that their employees are actively threatened by change.
  • Human change has always been the ultimate frontier -- and even more so now in this pandemic.
  • We do have the skills to change and evolve. 
  • Fear is an emotion that gets in the way, and we lose clarity about our potential. 
  • Our brain prefers a predictable -- or even negative -- outcome as opposed to an uncertain one. 
  • Our mind is also flexible and adaptive, we can be trained to thrive in change, and achieve a whole other side of potential.

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Transforming Negative Change Disruption Into Opportunity

  • People often see disruption only as a negative, when the truth is, it can bring opportunity.
  • Even when the outcome of the disruption is, inarguably, negative, if you take the negative and learn from it, it becomes a positive. Often, failure is our best teacher because we learn what not to do. It gives you the opportunity to script forward with knowledge that you didn't have that the first time. That may mean that you're not going to fail as bad the second time, or it may be that the second time you succeed.

Avoid “Normalizing the Abnormal”

  • People face problems, and have trouble seeing that the problem is abnormal because they are in the center or it, and cannot be objective. 
  • While in the center of it, they are made uncomfortable by anyone trying to get them to recognize the abnormality of the situation. Because they are coping by normalizing the abnormal.
  • Apple example - Tim Cook will never be Steve Jobs, no matter how much his team might like him to be. New ways forward must be defined. Change is necessary.
  • This is where change resistance happens. You've got to keep the journey moving to get people to move out of that.

Workplace Change Due To COVID-19

  • The pandemic affects everyone, and it’s happening in our backyard.
  • “How do we accept the fact that we're out of control and get at peace with the fact that we can't control ‘control’? And from that, we start to get our control back because we can't control and can't deal with stopping what we can't stop - it's coming anyway. But what we can choose is how we respond to and the actions that we take, personally to deal with what's coming at us, and that gives us the control. That gives us the choice to decide how emotionally, behaviorally, psychologically, managerially, we're going to deal with these issues.”
  • As leaders, much is dependent on how well we can communicate and relate to those around us.
  • We have to accept that we can't do this alone. And the more vulnerable you are,  the more empathetic you are to those around you, the more you're going to get control, invite others to help support you, and help support others.

Insights Without Borders

  • IWB focuses on the human side of change and business process improvement, training and enablement. 
  • They coach and mentor in the design and execution of initiatives. 
  • They also develop leadership talent.
  • IWB develops and applies innovative approaches, frameworks, methodologies, and tool sets on the human side of change to discover and work through the root causes of change blockers in their client’s organizations -- not examining the symptoms, but looking at the root cause of whatever failure exists there.

Learn More About Dr. Mark Rogers

Contact 

Link to free e-book download Transforming Change Management: Change of Be Changed - Disrupt or Be Disrupted

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